PRESERVING CUSTOMER LOYALTY DURING CRISIS

PRESERVING CUSTOMER LOYALTY DURING CRISIS

May 20, 2020

In the bat of an eye, the coronavirus has engulfed millions of livelihoods worldwide. Companies are now addressing the tension between generating sales throughout the overkill of economic adversity and respecting the hazards to life and employment that have transformed consumer priorities and inclinations. Tersely, analyses of customer journeys and contentment metrics to enlighten what customers want has paved the way to an acute necessity to address what they need.

Especially in times of a public health crisis, the customer synergy with a business can elicit an instant and persistent effect on their sense of trust and devotion. It is about time that customer experience experts align themselves at the limelight of the inveterate changes in consumer behavior that effect from this calamity. Keeping real-time scrutiny on shifting customer preferences and promptly inventing to restructure journeys that imply a very different milieu will be pivotal.

After all, it is indeed in challenging times that it is more critical than ever to uphold or boost the customer experience.

 

CREATE A CUSTOMER-CENTRIC ENVIRONMENT

Gaining and maintaining customer loyalty is more necessary during an economic downturn. Dedicated customers cost less to serve. They characteristically concentrate more on spending with businesses they trust and in times like these, caring for customers begins with reflecting first about employees. Applying new procedures for employees obliged to travel should be the primary priority. Remote working strategies and guidelines may also be scrutinized to keep productivity high for the team. For those who are still in the labor force, employers can provide new gears, training, and support to facilitate workers to deliver superior customer experience in a new-fangled atmosphere.

It is, nonetheless, important to show that genuine concern goes beyond the immediate nucleus – the customer base. Companies that are funding local hospitals or research initiatives, or producing hand sanitizers are those that will gain customer loyalty. These experiences are essential for customers right now, and the effect will form positive relationships that would last well after the crisis has ended.

At any rate, some companies will take a smarter method; they will try to enhance their customer experience. They will show their customer base and prospective customers that their approach is more customer-focused rather than profit maximization.  Eventually, when things get back to what they were, the former will be in a better position than the latter, regarding their relationship with the past, present, and future customers.

 

GUARANTEE CONSUMERS THE FIRM’S VALUES WILL CONTINUE

Demonstrate that, regardless of the turmoil in which the company operates, its integrity and principles will remain the same — the pivotal reasons the customers patronize this company instead of others. If consumers praise the immaculate quality of the company’s goods or the considerate nature of its customer service, it is vital to let them know how those facets will sustain the value propositions. Moreover, retaining the company’s standards is also symbolic to humanize the company – to be transparent to customers regarding the crisis, as it keeps customers on-board with promises made and acknowledges their business.  Clear communication with employees will, too, help the company convey to its customers, which in turn benefit in customer loyalty.

Implementing these points of reassurance is key in reminding consumers that the company’s value proposition surpasses the hurdles enforced by this crisis. Businesses that take these actions, and let consumers know about them, will inoculate hope into their anguish, as they observe how enterprises are developing techniques to make the lives of the consumers better.

 

TRAVERSING A FLUID CONDITION

It is crucial to be as authentic, compassionate, and direct as possible with the customer base to continue nurturing the relationships the company has already built and to cultivate the new ones that will breed as a result of how the business is operated and responds to the crisis at hand.

Particularly, when it comes to establishing these deep, long-lasting relationships with the customers, it is important to show empathy for what the customers may be dealing with individually, professionally, and as a global citizen.

 

VEER TO UNCHARTED TERRITORY

Consider new tools to continue business and function with customers. The sooner the companies can accomplish new consumer needs during this plague, the better off it will be. This situation comes at a time where the current era is categorized by the emergence of principal digital channels and omnichannel management. Hence, most businesses are leaping to catch up –just to survive. As a result, it is fundamental to incorporate the channel strategy into the company’s customer supply arrangement. This will safeguard that the central new tactical capabilities will continue to progress and grow. This has to be methodically assimilated into the customer management strategy to warrant sustainable viability.

For companies that will be adopting to limber innovation, this often means fast-tracking time to market for new customer experiences, swiftly prototyping and recapitulating, and unveiling inventions in its bare minimum feasible state, rather than waiting to hone it. Building agility across operations to handle shifting customer circumstances is compulsory and will have long-term prosperity.

 

SUMMING UP

Customer experience has certainly taken on a new meaning and element in the overpowering challenge of the pandemic. Customer experts who care and revolutionize during this crisis and forecast how customers will shift their habits will build stronger interactions that will withstand well beyond the crisis. With the right attitude and cognizance of what people need right now, businesses can arise from this crisis having rejuvenating relationships with customers. 

 

Written by

Nabila Noshin Khan

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