Win Respect, Earn Loyalty

The countless millions of dollars being invested each year in loyalty programs record little, spasmodic or no conspicuous return. Street-smart consumers accept the rewards and accord little respect or loyalty to the promoter, the brand or the specific outlets.

Customers and clients consistently assign higher rankings of importance to “value” than they do to loyalty program points. Indeed, some consider it offensive to believe that their loyalty can be “bought” with rewards, returns or savings as low as 1.33%. That is around one-third of the interest rates being offered by the big banks, which are afforded little respect or loyalty by a cynical public.

Key among the elements of “value” are excellent service, an enjoyable ambience, convenience, a recognisable and trusted brand, and an assurance of quality.

Significantly, references about price typically relate to price competitiveness, not necessarily the cheapest price.

Perhaps now is the time to reassess the relative investments in loyalty programs and customer service initiatives. A differing perspective on service may also reveal previously unrecognised or ignored scope to better satisfy customers and fulfil the social conscience component of the “triple bottom” performance measurement concept.

The first step, if you will pardon the pun, will be to ask a simple question:

“Will I walk a mile in your shoes?

Service providers should spare a thought for the ailing and the aging. To satisfy customers and to sustain a competitive advantage, customer service standards should never be based on the lowest common denominator. Rather, they need to be of the highest order. After all, enhancing and complementing customer service will typically cost little. However, to do nothing bears a heavy cost.

For example, governments estimate that a total 35% of the adult population has impaired capacities as a result of accidents, aging and medical conditions.

Students of Economics 101 would suggest that including and fulfilling the needs of physically impaired in the provision of services is an astute investment. Which business and industry in the current market place can afford to turn their backs on over one-third of the market potential? Escalating rents and overhead expenses demand the pursuit of maximum, viable penetration of all possible market segments.

Moreover, the 65% of the population who are healthy, will still appreciate and value what is being done for those less fortunate than themselves. A similar sentiment is fostered among staff members, who are made to feel good about themselves and what they do for customers.

Easy access to premises aisles and product displays is an invitation to buy. Similarly, incremental sales are achievable both in the deployment of service staff members to assist wheelchair bound and physically impaired individuals to retrieve products from the higher shelves. It need not be a service available at all times. The concept is worthy of promoting for specific, nominated times of the working week.

Imagine the delight and increased demand among consumers aged 45 years and older whose short range of sight deficiencies are countered by the thoughtful display of larger type-faced signs.

Senior bank executives should reorient the focus from statements about customers tolerating waits of five minutes, to a consideration of the pain and discomfort of those suffering from chronic fatigue syndrome, who are forced to wait in line for service, or to the person with arthritic joints who is asked to endure pain as they do their banking on the telephone keypad rather than incur a cost for personal service assistance at the counter.

Reflection on these and countless other case studies and circumstances place a different complexion on the issue of service and customer focus. Just how well known are the unique needs and understandable high expectations of customers?

Moreover, physically impaired clients and customers are the most loyal and the least mobile consumers. Accordingly, they are typically the easiest to please and the least expensive to entice back for additional sales.

However, be warned!

The physically impaired client and customer has the greatest latent potential to switch allegiance to purchasing on the internet. In that sphere, their lack of mobility and flexibility is effectively neutralised. Understandably, their focus becomes global and loyalty orients to brands and to core service providers who offer home delivery. A modest, equitable payment is seldom an issue.

Recognition and applause is given to those businesses who take counsel from consumer and client committees, which provide valuable input into practices and policies. However, more immediate and extensive initiatives can be formulated and implemented by staff members who constantly think of and monitor the needs and circumstances of key consumer groups. That is the nature and benefit of being customer driven.

No business, product or service is handicapped by servicing and fulfilling the needs of those who are in some way handicapped. To do so will win respect and earn loyalty.

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