In doing so, go further in reading your CV, analyzing your attitude, ability and willingness to generate experiences for your future customers.
Do employees understand the importance of treating the client well, providing a memorable experience?
Are they able to deliver all their energy to provide such experience?
Do you really understand what it means to align your behavior with the Customer Experience?
Will they be able to achieve empathy in communication with the client that makes them think and feel like them in the act of purchase?
Will they have the ability to sell what they would never buy either for economic reasons or simply for pleasure?
Will they be able to detect the secret needs and the delight that the client is waiting to meet when he connects with them?
Train them for the daily delivery of Experiences:
Training does not only mean teaching them phrases made or rehearsing prefabricated scripts. Employees must understand the importance of their role and must be free to find new ways to increase the value of the Experience they deliver to the client.
Whether employees sell products or services, they should always “put themselves in the client’s shoes” to better personalize the offer and generate Experiences daily.
They must be able to find the contrasts between the clients and assume the different roles that different profiles demand. Clients demand “tailor-made” solutions and will force employees to handle a battery of attitudes and aptitudes consistent with the “markets of one” they must attend daily.
Provide incentives and rewards:
Training is not always enough for employees to constantly keep the focus on the customer. Therefore, it is important to provide them with incentives and rewards as new stimuli oriented to the generation of Experiences.
It is also necessary to keep in mind that these incentives do not only go through the monetary, that reward must also contemplate the sociology-cultural motivations and lifestyles of each employee. In this way, this benefit can be used to generate an emotional bond between the employee and the company.
Measure behavior in relation to Experience standards:
Employees should always receive feedback on their performance regarding their activity in the field of experience management. How are your contacts with customers? How do they contribute to the generation of a relationship with them that makes them buy again? Do they help to create experiential links with customers?
Provide a correct Employee Experience:
A fundamental task of current organizations should be to find ways to ensure that the work that employees do is taken as a challenging, engaging and motivating challenge. If employees feel that their task is boring or oppressive, they will be less likely to deliver a good Shopping Experience to their customers.