Customers are increasingly demanding “tailored” solutions and force companies to create “mass customization” models. The “markets of one” require customer service personnel capable of acting different characters in front of different consumers.
The customer today
Consumers in our current society increasingly demand individualized solutions for their needs. The companies of this new century must learn to offer products and services tailored to the demand of the different segments, building a model of “mass customization” that prevents this process from continuing to increase costs for highly diversified operations of low volume.
In the presence of an excessive offer, the current consumer looks for novelties that offer personalized options, capable of generating in him an unforgettable experience every time an act of purchase occurs.
For each customer, a different seller
According to Carlos Garcia – Specialist in Retail Management and president of Category Management Inc. – each client with their particular demands becomes a “market of one” that requires companies to rethink their strategies.
“Today the consumer does not want to choose: he wants what he is looking for. The attention that this type of client requires is not achieved with rigid and immovable procedures, similar to the mass production models of the industrial revolution.
The efficient attention of ‘markets of one’ demands a flexibility that can only be achieved when the staff that attends to the public knows how to ‘act’ different characters in front of different audiences / clients ”, he adds.
Each “actor” must then know the strengths and weaknesses of his personality, to perform in the best possible way the role of the “character” that best suits the profile of the client he must attend.
In a market where commodification of products is the rule, the only way to generate a substantial differentiation with the competition is to focus on the “Shopping Experience”. Therefore, all links in the value chain must add, in order to generate that sensitive link with the customer. All “moments of truth” with the client must be taken advantage of.
The key to survival is learning to add value, today and every day. This can never be achieved if the person performing the task is not aware of the importance of the task and does not know how it is related to the company’s entire commercial offer. The client analyzes the offer systemically and not as an aggregate of functional areas.
Therefore, certain sectors within the company must be incorporated into the business strategy as drivers of the value proposition for the client. But for that to happen, it is necessary to modify the thinking that is installed today in the personnel that works there, attitudes are more important than skills, modifying the thought modifies what it feels and, consequently, acts differently.
At present the human factor within the organizational / work environments working in a field full of potentially conflict situations.
The solution is the generation of a new interpersonal relationship mode that we have defined as “High Value Labor Relations Environment (ER LAV)” to achieve:
- The generation of a sense of belonging within the company and a greater valuation of brand equity.
- Training in the following life skills (life skills):
To Efficient communication
- Stress Management
- Co-construction of a high quality human environment
- Generate synergy between individual talents and needs and group needs, eliminating the opposition of interests that exist today
And. Facilitate the acquisition of further skills by promoting the process of change and learning
- Promote better ways of relationship of the individual with himself, with clients, with his peers and superiors and with the company as a whole.
RR H. joins the show
The “performance” is a process that although it can occur intuitively, usually gives better results when it arises from a process analyzed and tested.
Carlos Garcia provides a concrete example: “Some time ago, working on cashier training for an important supermarket chain, we saw the need to adapt the service scheme. We found that in certain branches, the public was mostly made up of older women.
Who transformed their purchases into a matter of socialization?
They sought and recognized the personalized treatment, generating a relationship with those who attended them. It is the kind of customer who knows the staff by name and values the time they are dedicated.
This clientele claimed to be heard, and did not complain if the cashier took longer to attend: they knew their turn would come and they would also be heard. If employees do not comply with this, the client leaves dissatisfied.
Now, when moving another area to a cashier, we must also change its character. In many branches, the client only looks for speed of attention and an employee who speaks too much is seen as a waste of time. ”