Schlagwort-Archive: People

Customers are everything – without them, everything is nothing

There are moments when we have the impression that we are not living in the same world. When we enter a shop in Japan, it feels like everyone is only waiting for us. The sales staff turns to us and welcome us with an Irasshaimase (engl. Welcome).
In Western stores, we recognize the staff by how they move away from us as soon as they notice us. In extreme cases, they are so ignorant that, even though we stand right in front of them and look at them questioningly, they execute routine tasks such as restocking shelves, checking off a list, or simply doing nothing. Above all, the unqualified staff gives customers the feeling that they are bothering.
Yet customer experience has been in the center of interest for years. Bad experiences destroy customer loyalty with unfriendly and incompetent services.

To close the gap between the experience and the original expectation, employees need customer focus.

  • Customers are people
    We all are a unique universe fulfilling various roles in changing contexts such as family, leisure, and work. To do this, we acquire a set of behaviors that we apply intuitively. We have skills adapted to the situation. We use our internalized convictions for perception, which also influence our thinking, behavior, and communication. All actions are dependent on the momentary mood. There is a positive explanation for every customer behavior that almost always has nothing to do with the salesperson. Be grateful for all shoppers who have found their way to you.
  • Customers have expectations
    If potential customers contact you at your counter, they follow an impulse. They have become aware of you and want to find out more. Perhaps they may already have specific ideas that need to be investigated. There may be questions regarding the application. Eventually, it could be about the final customization. These examples already show the different expectations that need to be fulfilled from you. Determine the expectations and adapt your advice to them.
  • Customers love a pleasing ambiance
    Prospects enter an environment that is entirely under the control of the provider. All senses are reached, whether you like it or not. Pay attention to the visual impression you make with your coloring, visualizations, etc. You influence the sound of your store with more than just basic acoustics such as reverberation, the sounds of doors or furnishings, or the noise level of your employees. It also includes sound sources such as subliminal music and the ringing of telephones. We are particularly sensitive to new smells. How do you want to smell? As soon as customers enter your sphere, they sense the furnishings, the floor, the doors, and so on. Whether you wish to appear cozy or eco, or busy, you should prepare your space. Examine your current ambiance from the sensual points of strangers coming in to see you.
  • Customers don’t just pay for what you offer
    It is always about deliverables that you propose. Hopefully, they have a fair market price that treats clients equally. With a product and a service, the deliverables should have the promised qualities. However, that’s not yet the whole package. It starts with the first impression when you are contacted, by phone or when customers visit you. They expect friendliness and know-how, and a respectful approach. A friendly relationship doesn’t end after the deliverable has been paid or provided. To keep customers coming back (or coming at all), you should continually serve them as the only customer, even if they are not billed for those add-ons. You determine customer loyalty by your generous support that goes beyond the original deliverables.
  • Customers come, return or not
    A biz without clientele is like a soup without liquid. For this reason, all people are potential customers. You determine whether another deal will happen by how you treat non-, regular, and occasional clients. To keep them coming, you should make enticing offers that you can deliver. Your customer contact is already part of the deliverable before the contract. However, it only pays off when it results in a deal. Do not destroy outcomes by ceasing your efforts after payment. Continue to support previous clientele. Even after everything is done, you are required. Existing customers know and appreciate you. Don’t risk losing them by misbehaving. Make your employees aware that 1) most customers aren’t even customers yet and 2) disappointed existing customers never come back.

Bottom line: Many vendors feel threatened by entrants from the Internet. At the same time, these virtual biz think that they do not have to take care of individual customers. However, they are also people with all their peculiarities. All offerors must respond appropriately to customer expectations. In the real and the virtual world, you should create a pleasant atmosphere. Besides the genuine offer, other deliverables do not result in an invoice but are rewarded by customers. Eventually, all providers have a significant influence on whether new customers come, return, or not. Never forget: Customers are everything – without them, everything is nothing.

Less and less for more and more

With each private or business purchase we evaluate, whether the respective deliverable justifies the price. I find the practical approach of a colleague interesting, who determines the value of a book in a simple manner. First he weighs the book in his hand and feels the haptics. Then, he looks for the number of pages and judges the binding of the book. Finally, he checks the typeface, the illustrations and the wording of an arbitrary page of the book. His evaluation of the book results from all criteria, independently of the actual content.

The business procurement is not as simple, since the deliverables, the products and services, can not be checked in such a simple manner. Already the specification of smart quality criteria is difficult for the buying company. Long-time purchasing power has made the procurement forget their abilities to completely evaluate in a fair way. This is one reason that they simplemindedly want to pay less and less for more and more.

Immermehr

One approach is to evaluate objectively the people, the machines, the material, the infrastructure and the margin of the supplier. The result is a realistic price calculation acceptable for all parties, which let suppliers and companies survive and prosper on a long-term basis. Beside Specific, Measurable, Adequate, Relevant and Testable descriptions of the requirements, it is helpful to consider the following components of a deliverable.

  • People
    Each deliverable is supplied by a certain number of people. They must have capabilities and cooperate reliably. At the same time, they need humane working conditions and a remuneration that ensures them a living. If one aspect is not fulfilled, problems evolve that endanger the overall system of the procuring party.
  • Machines
    are an important component of the value chain. The reliability and the quality of the results are determined by the quality of the components and their manufacturing. Good machines cost more. Also the contribution of services requires equipment – above all computers. Their reliability determines the steady contribution of the services. Failures of the machines endanger the overall system of the procuring party.
  • Material
    Some deliverables depend on raw materials or particularly treated materials and parts. Since meanwhile there is a world-wide competition for raw materials, the suppliers do not accept any longer unfair prices. Instead the dependent manufacturers have to be grateful to receive supply. An awkward procurement policy can endanger the overall system of the procuring party.
  • Infrastructure
    The infrastructure starts with power supply, goes to the transport routes and to the various buildings. A failure of the infrastructure can happen very quickly in crisis areas. This increased risk is not necessarily part of the economic calculation of offshoring. The consequences of earthquakes, pirates and bad building structure can endanger the overall system of the procuring party.
  • Margin of the vendor
    All profit-oriented enterprises strive for growth. Unfortunately, growth always happens at the expense of others. In the last twenty years, companies adapted their procurement in such a way that long-term contracts give them constantly sinking prices. The supplier has only a little leeway. (s. the previous bullet points). What remains is the renunciation of parts of the margin. If the supplier waives these non-profitable businesses, it can endanger the overall system of the procuring party.

Under the motto of a competitive procurement, companies delude themselves to the fallacy that they always have sufficient suppliers, in order to be able to negotiate ever lower prices. The former officially preferred supplier that made 80% of their business for one company, reorient oneself and supply perhaps only 20%. Thus, the purchasing power of the companies evaporates slowly, but constantly. Today the suppliers gain control and determine who gets what. A reasonable comparison of the deliverables is the basis for close, trustful cooperation that let participate in the past all companies involved in the success.

Bottom line: Each deliverable, whether it is a product or a service, creates expenditure for its production. As soon as this expenditure is not rewarded, not only the lowly paid supplier suffers. This will lead sooner or later not only for the supplier, but also for the procuring company to a collapse. Only with prices that ensure the viability of all involved parties, the overall system will survive.