Therefore, there is a concern to make the customer repeat the purchase at the same company more times, which characterizes sustainable consumption. Therefore, it is necessary that the customer is satisfied with the service.
Frederick Reichheld (2001), known as the loyalty specialist, believes that the only way for a company to develop a loyal customer base is to build relationships based on solid commitments with the employees responsible for serving these customers. This is what the companies he calls “loyalty leaders” do.
According to Elkington (2001. p.78), for “a company to be sustainable, it needs to calculate whether its operations are economically sustainable”. To achieve these goals, it is necessary for the organization to be effective in the relationships, that is, to be concerned with the future of the relationship with the client, that is, to do it right the first time, but also to do it very much the second time. and so repeatedly, maintaining loyalty through perceived quality over time. For many, it may seem quite simple to execute this combination, but on a daily basis, most companies are faced with the difficulty of keeping the customer loyal to the brand for not delivering on what was promised.
Stew Leonards, a hypermarket located in the United States, considered the most valuable square meter in retail worldwide, understands this commitment to the customer and created two rules: rule no. 1: The customer is always right; rule no. 2: If the customer is wrong, reread rule no. 1.
Through this philosophy of organizational culture, we must choose the priorities in our service, as the service is a chain of events and the customer always evaluates for the worst link in the chain. He doesn’t want to know if the company is made up of partners, franchisees, departments, but he sees an organization as an integrated whole, and if something is not in favor of solving his problem, he abandons brand loyalty.
Unfortunately, situations of low quality in service are still part of our daily lives, where we go through repeated times of failure in customer service. Imagine you, the reader, being the customer in this store that we quote below:
“I bought some products at Company X, which carried a tag with the value of R $ 12.99 in its packaging. When passing the cash register, the machine registered the value of R $ 19.99. However, I only noticed it when I got to my home. I went back to the store to complain and was informed by the manager that the amount would not be returned, as this practice was not part of the company’s policy, but I could earn the bonus amount to exchange for other goods. I did not agree with this situation and made it clear that I was deeply disappointed with the solution that the store had proposed. I don’t think it’s fair that I don’t get my money back, since the mistake was made by the company ”(Jornal da Tarde, April 29, 2009).
We suggest that you ask another question to find out: What does the customer not expect from your company? Remember that the customer will only sell from a company what the company surprises him!
Think of your companies. Every time a customer contacts her, you have a chance to create something valuable.