There is a lot of talk about ‘customer loyalty’ at the moment (which is good news), but unfortunately it’s usually being seen through old eyes.
A perfect example of this was when I was leaving Orange – a global telecommunications giant – recently, I was put through to the ‘customer loyalty’ department who could do better deals than the sales department and get all sorts of problems solved (problems that I had been struggling with for weeks) at the drop of a hat.
Great … but far too late!
This is completely bonkers: here are some tips and pointers to help.
Customer loyalty should never be a ‘department’ … it should be the mission of the whole Organisation (see Tesco’s mission for evidence of how to get this right)
Customer loyalty should be everyone’s job, not specific people’s … everyone should have the same access to deals and getting things done
Customer loyalty is not about direct sales … it’s about relationship building and long term value: this needs to be measured (use the ‘Great or Poor score’)
Customer loyalty should be a proactive process … not a reactive one (when your customer wants to leave). Put a proactive process in process to continually improve and develop and loyalty will follow.
Customer loyalty is 2 way, not one way … first deliver an experience worth being loyal to, then ask your loyal customers to refer and recommend you (directly or indirectly)
Of course, Great or Poor, is all about customer loyalty and referrals: our system delivers exactly this ….
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