07 Apr Frontline Customer Service – The Best Way to Grow your Business
In today’s economy, many service-driven companies are realizing the importance of their frontline customer service team. The bottom line is it’s far easier for these organizations to retain and up sell current customers than to acquire new ones. For this strategy to work, businesses must focus on the emotional connection between their frontline and customers – which is often lacking. Research shows that quality face to face interaction with the customer is necessary, especially during times of need.
“In any industry that offers a service (or sells a product with an “embedded” service element), there are moments when the long-term relationship between a business and its customers can change significantly—for better or for worse. By supporting and developing the frontline emotional intelligence of its employees, it can ensure that more of those moments have a positive outcome.”- Mckinsey
Essentially service companies can cement powerful relationships through their frontline’s ability to put the customer’s emotional needs before their own agenda. A Mckinsey study was done on Belgian, German, and Italian financial institutions. The research concluded that problematic moments for the customer are when they are most emotionally vulnerable. We call these “aha” moments. They are often making or break instances for your frontline employee to strengthen the bond or break it completely.
“After a positive experience, more than 85 percent of customers increased their value to the bank by purchasing more products or investing more of their assets; just as tellingly, more than 70 percent reduced their commitment when things turned sour (See below).”-Mckinsey
Given this information, it is clear that every executive should pinpoint their customer’s “aha” moment. And train their frontline employees to recognize these instances while acting in an emotionally intelligent manner. The beauty of the Gopher Lead’s rewards program is the constant reminder your frontline team receives. Over time, recognizing these instances becomes embedded behavior. Although technology can automate mail lists and phone calls to potential leads, nothing can replace the connection formed by a frontline member during a customer crisis.
Gopher inspires healthy communication between the customer and employee. The frontline member feels a part of the sale right from the start, not only that, they are rewarded for it, which keeps them even more connected and invested.
McKinsey has identified 3 Key Environmental levers that will significantly influence a frontline employee’s emotional intelligence:
“1. Creating meaning and clarity of purpose for people in frontline work, thereby addressing their thoughts, feelings, values, beliefs, and emotional needs
2. Improving the capabilities of employees—and influencing their mind-sets—so that they acquire the right emotional skill
3. Putting structures, reward systems, and processes in place to back up these change”
Our mobile app was built on these environmental levers. For employees to provide unprecedented customer service, they must know exactly what is expected of them…without feeling controlled. Gopher Leads provides just enough direction through effective onboarding and simple in-app resources.
“When you take away their incentive and start giving them rules, boom, you’ve killed their creativity.”- The Nordstrom Way: The Inside Story of America’s #1 Customer Service Company
All companies today can take steps towards nurturing their frontline’s customer interactions. Doing so will indubitably strengthen your current relationships, allow you to find new ones, and increase your bottom line.
For a more detailed understanding of Gopher’s frontline lead generation feel free to
Sources: Spector, Robert, and Patrick D. McCarthy. The Nordstrom Way: The inside Story of America’s # 1 Customer Service Company. New York: Wiley, 1995. Print.
Beaujean, Marc, Jonathan Davidson, and Stacey Madge. “The ‘moment of Truth’ in Customer Service.” McKinsey & Company. McKinsey Quarterly, Feb. 2006. Web. 04 Apr. 2016.