The correlation between the company's brand and the service model of service delivery is critical to pursuing extraordinary customer experiences. Cohesion is a critical component of the successful design of the service model of any service provider.
Two simple examples of "cohesion" may clarify the concept.
A luxury travel company advertises itself as an expert in determining the "best fit" between your vacation desires and various properties around the world. However, when consumers ask about specific details related to the hotel (for example, how convenient is the hotel for Bilbao Guggenheim?) It quickly becomes apparent that service representatives are not adequately skilled, or sufficiently aware, of travel destinations to support upscale clients. There is a clear mismatch between the “luxury” brand identity and the experience or training of service representatives.
In another case, a major credit card company announces its service as a global class. However, billing disputes cannot be resolved over the phone or the web, as instead they require written correspondence with supporting evidence the consumer collected from the merchant. Global companies really deal with these same orders over the phone and mediate on behalf of the customer with merchants; requiring the merchant to provide evidence, not the consumer. Since the service bar has already been set too heavily, the new subscriber trying to attract premium consumers must match or exceed competitive offers. Promising sophisticated service, and then not provided, has a greater impact on loyalty than setting lower expectations and consistently meeting a clear standard.
Cohesion encourages self-selection among potential customers, which increases the likelihood that investments in advertising, marketing, and sales will pay off in revenue growth. The brand’s strong and clear identity reduces the cost of sales by eliminating a large group of potential customers who are less likely to turn into paid customers.
A clear and married brand identity of a coherent service strategy defines an expectation threshold that can drastically reduce the number and severity of customer complaints, which significantly reduces the cost of exception. Consumers who know they are shopping in Wal-Mart bargain box will have lower expectations from fanatic fashion designers roaming revolutions at Manolo Blahnik in Century 21. Sure, they're only paying $ 250 for Tuccio Watersnake's $ 725 pumps, but they want perfection slipped in This discount complex.
Inconsistency may be evident in relatively subtle ways, but these interruptions are captured by consumers, consciously and unconsciously, resulting in a feeling of barely uncomfortable or uncomfortable which reduces the client's tendency to repeat business. Deviations from customers from sincere rules of conduct lead, at a minimum, to excessive marketing costs, and at the most extreme, this lack of repeated business translates into an oral expression of the company's final collapse and collapse. Restaurants, bars and nightclubs are the classic canary in this coal mine. Without a solid core for repeat business (or very non-recurring tourist traffic), a restaurant that does not hear this word cannot generate enough traffic by advertising alone to stay open.
Consumers easily divide their expectations and facilitate the transformation of their demands as they enter different forecasting frameworks. Parents can dine at Fat Duck in Bray (chosen as the best restaurant in the world in 2005) one night and take the family to Outback Steakhouse the next night; each of those contrasting experiences is still seen as quite satisfying. The consumer can drive his Maserati Quattroporte to Central Park for a $ 2 hot dog and feel no inconsistency because his expectations diverge appropriately. Travelers can comfortably stay in Taj, New Delhi, one night and camp under the stars in Rajasthan the next day. Usually, consumers are not required to obtain the utmost luxury and refinement from every experience. They simply demand each experiment in an appropriate framework of expectations.
The corporate brand identity is one of the most powerful ways in which this forecast framework is defined. Another critical factor is the service environment that supports the brand. If the brand identity is pervasive or inconsistent, and the service standards are misaligned, the consumer will not be able to settle on an anticipated framework that suits them and will not establish a pattern of “loyal” behavior for that company. Repetitive business dwarfs and the consumer does not provide positive feedback on oral speech pulses that are critical to long-term revenue growth.
By establishing cohesion between brand identity and service delivery model, companies can begin to develop a strategy that leads to extraordinary customer experiences.
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