Three experiences in the course of a rain-sodden quiet January week in London: a midday stop by the flagship Apple store on Regent Street.

Me: “Good morning, I would like to talk to someone about buying an Apple iPad Air.”

Front-of-House sales person: “I am sorry we don’t have anyone available right now.”

Me: “What are my options? There don’t appear to be many people here (30 customers max).

Front-of-House sales person: “You must make a reservation in my system (scroll through his iPad, wait 1 minute). I can offer you a time slot at 4:15pm (now 10:30am) or we can perhaps find a date later in the week.”

Me: “Sorry, neither is convenient, nor am I in the area. I will leave it.” £0 expenditure, repeat business or referral potential “low”.

A few minutes later a request to a sales person at the flagship Ralph Lauren store in Mayfair to exchange a £250 sweater given as a gift to me and purchased by a family member in Hong Kong (they have a worldwide refund policy). “I am sorry sir if we cannot identify the bar code as coming from our store I am not at liberty to accede to your request.” Me: “Why does that preclude you not adhering to your brand’s customer promise?” Sales person, “Urgh, that’s the way it is, sir.” £0 expenditure, repeat business or referral potential “low”.

A call to the very welcoming Cotswold country inn, The King’s Head in the picturesque village of Bledington. A request for a family room at short notice for this weekend and dinner in their great restaurant. “Sir, we are fully booked this weekend both in the hotel and restaurant. However we know you have have been a frequent guest. Give me 15 minutes and let me see if I can do something. Would you be available should I contact you? (Yes) I have your details in front of me, would you prefer we call you back or send you a quick email? (Call) If we can accommodate you, do you have a preference over which room you would like, and a time to eat (Yes)?” 10 minutes later: “I have good news. I have you your preferred room, and a table for dinner both nights.” We arrive at the hotel and there is a personalised note on the bed from the Manager, “Welcome to the King’s Head. We are delighted to help you out at short notice, we really enjoy having you as a guest.” Weekend expenditure £450, repeat business and referral potential “high”.

These are three very common experiences for upscale expenditure in England today. Many large, famous and global brands in an effort to maximise efficiency and profitability are increasingly forcing the customer to conform to their policies. They are consciously “blind” to what the customer’s obvious need is. Their front line people lack the authority to apply common sense. Smaller, arguably hungrier and more entrepreneurial  businesses recognise that

• Upscale and luxury customer buying decisions are increasingly “unstructured”
• Cash and repeat business is being directed towards businesses that make it easy for the customer to say “yes” (multiple options to buy)
• Speed is as important as the quality of the response
• Converting credibility and interest into immediate sales and repeat business necessitates putting the customer’s interests before their own

In search of profitable growth, is your business in the Apple, Ralph Lauren or the King’s Head mode of customer service? What changes in behaviours and skills are needed to achieve your business goals?

© James Berkeley 2014. All Rights Reserved.

 

 

Tags: accountabilities, business growth, Client Acquisition, Customer Experience, serendipity