Loyal customers and the ‘mouth-to-mouth’ We know that a loyal customer, not only is exponentially more profitable, with respect to a new one. In addition, it is capable of attracting other clients, without the need for the brand to intervene directly.
Why is the ‘mouth-mouth’ so effective?
In my opinion, there is an answer (perhaps “simplistic”?) For this. It is, first of the personal concern to ‘look good’, and in addition to our ability to convey sincerity, when we recommend. If we do, it’s because we’re pretty sure that the recommended will find something that completely satisfies him. Otherwise, our recommendation will reveal insecurity, losing effectiveness. ‘I once went / tried’, ‘it did not go bad, try it. VS Go / Test! It was great for me. I loved.”
The question is, how to achieve such conviction on the part of the client? How to get him to become an ambassador for the brand?
There is talk of total brand experience, after sales services, to customize to the fullest and take care of every detail in each new purchase, etc. All this is absolutely and inevitably necessary. However, we do not always talk about another issue, which I think is equally fundamental, as well as a prior step to these approaches and questions.
We know the great effectiveness of the ‘mouth-to-mouth’, but we are also aware that: ‘a satisfied internal customer = many satisfied external customers’.
However, when considering the implementation of a loyalty method, to what extent are employees taken into account?
Internal customers: “Brand Pride”
I believe that, not only should they be part of the loyalty plan of any company. Employees should be the first step towards an effective loyalty plan. With this, I do not speak of informing and ‘corporativising’ them by dint of ‘training’ sessions and various presentations. Personally, I see the need to force an internal corporatism, much more like the need to inspire brand pride.
In any case, there are no magic formulas to cling to, to achieve ‘turning’ “an employee into an ambassador proud of the brand he represents and for which he works.
However, comparing the situation with respect to the external customer, we start advantage from several points of view. First, exhaustive knowledge about ‘specific market segment’ and its characteristics and peculiarities. (At least the possibility of knowing it in depth and accurately, since ‘it is from home’). Second, the opportunity to establish a direct and constant communication with respect to it.
I believe that, with these two points, there is a long way to go. But:
do those responsible know their staff? Are there always direct, effective and constant communication channels?
We talk about Labor Climate and an adequate management of personnel, based on its variables, etc. But, like almost everything, the ‘Work Climate’, is but a term, which encompasses problems and solutions, much more common and older than we think.
Working environment. The environment in which we live.
Any active professional, as well as almost any person with some common sense and analytical capacity, is able to list a series of factors, which make the relationships between people simpler, and therefore positive. Respect, recognition, communication, support, EMPATHY …
In many cases, when a person is put in the dilemma of a better paid job, with people of a ‘complicated’ nature; And one in a more relaxed atmosphere, although worse paid. He usually prefers the latter. As a rule, we forget that we are people. That professional relationships and decisions are taken and taken by and between people.
Why some companies should worry more than others about the so-called ‘brain drain’ ?, or more simply: ‘infidelity’ with respect to the competition itself. Does this happen even today, in the serious situation of crisis that we are going through ?, do employees leave in search of “something more beneficial”, that better meets their expectations? Is it solely a question of ‘remuneration? and times ?, Or is it the need to be involved and part of a project, which took many hours of your life?
The figure of authority, the beginning of everything.
When we grow up, we do it accompanied by a series of models to imitate (parents, teachers, grandparents, neighbors, friends). Man is an animal that learns by imitation. This is not a characteristic that changes over the years, but quality inherent in the human being.
When we are adults, we do not live in a very different environment than a school or even a daycare: We
occupy the place assigned to us, we have a person in charge who tells us what to do and teaches how to do it. The same that must then go to ‘monitor’, that we perform our task correctly.
The differences between one and the other, are the same as in the nursery. There are students who are less eager to comply with authority, more inclined to be carried away by ‘other impulses’ (breaking molds, being more creative, or more destructive …)
Likewise, not all teachers are equal, there are more and fewer strict. There are those that encourage creativity and correct with proposals.
But there are also those who point out the error and reaffirm the need to correct it immediately.
In short, a boss is like a teacher, must know in depth the subject taught, produce respect and some admiration in their students (as this drives curiosity and the desire for perfection).
He must be able to maintain his authority, without constantly monitoring or maintaining a restrictive and prohibitive environment. Since, it would strain the students, hindering their ability to concentrate, reducing their interest and causing nervousness and consequently more errors.
However, it is also the teacher’s job to know each one of his students, and to recognize the moments in which a firm and iron discipline must be applied.
It is not an easy task. That is why not all people are capable of assuming responsibilities of this type, and we should not expect it, if we are not sure of being trained. Insecurity, as in when to recommend, is perceived in the way of directing people.
The figure of the boss is probably one of the key points in the process of “loyalty” of an employee. Since, this is part and responsible for all variables, which are handled with respect to the conditions of a job. Even those that are not under their direct responsibility, can be perceived more or less positively, by an employee, depending on how they assume and guide it.
To begin with the loyalty of an external client, as usually happens in almost everything, you have to start by looking inward. Knowing each piece that is part of the gear, which makes up our machine, is the first step.
Logar that the responsible for this gear works properly, is appropriate is complex. However, it is the most important step. They are the foundations, without which everything will sink.
To achieve internal corporatism, it is first necessary to have a good leader. A person capable of understanding that each worker is a ‘ replaceable’ piece, although unique . That with each ‘replacement’ the puzzle, it may still be complete, but the drawing will inevitably vary.
A good leader must understand that he is still responsible for knowing all the processes. You can never be the best in each of the steps. Therefore, you must rely on each of the pieces you have chosen.
It is necessary to be someone sure of himself, but able to identify and recognize their weaknesses. To look for people whose strengths cover their own ‘weaknesses’.
If you achieve this, the equipment will work. The pieces will feel part of the puzzle and will feel proud of the place they occupy and to which they belong. Although at some point the need to change may come. Brand pride does not disappear if it has managed to provoke it.