¿Quieres clientes fieles y leales?... Comienza a demostrar reciprocidad.

Todos los días oímos hablar sobre la importancia de lograr la lealtad de los clientes.

¿Quién no quiere una base de clientes leales?

Siempre he creído que las palabras crean mundos, y cuando hablamos de fidelidad de clientes pareciera que nos referimos a una especie de seguimiento incondicional y permanente de los clientes hacia una marca, empresa, producto o servicio.

Lo cierto es que eso no existe.

“Si buscas fidelidad, hazlo en los equipos de sonido”, me dijo una vez un CEO con quien tuve la oportunidad de trabajar.

La reciprocidad es la base de una relación de lealtad y fidelidad, así que, si buscas su lealtad, comienza por preguntarte…

¿Tu empresa es leal con tus clientes?

La mayoría de las empresas buscan lograr lealtad sin ofrecer lealtad a cambio, y eso es imposible.

¿Quieres clientes leales?

Demuéstrales que estás dispuesto a darles lo mismo que deseas obtener a cambio.

Invierte en ellos. Cuídalos. Simplifícales su vida. Se justo, claro, transparente.

No inviertas más en buscar nuevos clientes que en cuidar los que tienes.

Tarde o temprano se darán cuenta de que no eres leal con ellos.

Y te abandonarán.

Colaboración, Coordinación y Cooperación, Una aproximación a la Excelencia en el Servicio

He encontrado este interesante artículo de Mitch Lieberman.
Me ha parecido muy bueno y lo comparto.
Espero pueda resultar de interes a alguno de ustedes.
Saludos.
Coordination, Collaboration and Co-operation; An Approach to Service Excellence

Don’t Let Service Recovery Become Another Service Failure

Don’t Let Service Recovery Become Another Service Failure: "
According to contemporary wisdom (in other words, according to what I hear), customers who experience service failures followed by effective service recoveries actually become more satisfied and loyal than customers who experience no failures at all. This is called the service recovery paradox, and academic research suggests that it's not as common or consistent as we might think. Many customers who experience solid service recoveries still end up less happy than their problem-free counterparts. Service failures are bad, after all. Otherwise, we'd call them pleasant surprises. Nonetheless, service recovery is still an important part of the customer experience. Paradox or not, there's value in making things less bad than they were. Unfortunately, each service recovery interaction provides another opportunity for failure.

Here's an example:

I recently traveled to the West Coast for a few meetings, and I decided to try an alternative airline to get a better in-flight experience. The flight out was great. I particularly enjoyed the seat-back entertainment console, which also accepted food and drink orders - sparing passengers from bathroom-blocking, elbow-crushing carts. On my way back to the airport three days later, I was excited to kick back, watch TV, and order a couple of drinks at my leisure. It was a Friday afternoon. Work wasn't happening (no judgment, please). Then things went south when the entertainment system broke. I couldn't watch TV, and I had to wait for a flight attendant to take drink orders. Boo hoo, I know. As Louie CK said about this kind of complaint, 'Everything is amazing, and nobody's happy.' Still, the airline didn't deliver the experience it had promised. Service failure.
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Creating Effective Mobile Experiences: The Workshop

Creating Effective Mobile Experiences: The Workshop: "
My colleague, Kerry Bodine recently posted about the lack of big brands with mobile apps available in the Apple App Store and offered several suggestions for how brands can create end-to-end value for their customers by supporting them through their mobile devices. Forrester VP Julie Ask takes this concept even farther in her research outlining how various industries can create mobile value propositions to support existing channels, extend other channels, or create unique mobile experiences. But of course creating the right mobile service is just part of the battle. Customer experience professionals are tasked to ensure that those experiences are useful, usable, and enjoyable. How do we do that?
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Seize Your Opportunity For Big-Time Brand Differentiation Through The Call Center Customer Experience

Seize Your Opportunity For Big-Time Brand Differentiation Through The Call Center Customer Experience: "
Back in March, I blogged about how bad call center experiences spoil millions of daily opportunities to drive business value. But the business value of improving these interactions varies, of course, by industry and by individual company - and my most recent report, Call Center Experiences Leave Consumers On Hold For Something Better, sheds some light on this.

For example, satisfaction rates for the five banks in our study spanned nearly 40 percentage points. An independent credit union took top honors with an impressive satisfaction score of 90%, while Bank of America came in at just 53%. Ouch. The credit card industry fared similarly: Discover Bank took the top spot with 81% consumer satisfaction, while Citi and Capital One tied for last place with twin scores of 58%. Meanwhile, phone interactions with the four Internet service providers (ISPs) in our study -- AT&T, Comcast, Road Runner (Time Warner Cable), and Verizon -- were universally loathed. The average satisfaction score for the ISPs was the lowest of any industry, and scores for the individual brands saw only an eight percentage-point spread.

Low call center satisfaction is admittedly bad news for brands, agents, and callers alike. But it also means that firms have a near-term opportunity for big-time brand differentiation through the call center customer experience.
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