Customers (Guest) / Employee (People) = Organizational Success

Interpersonal interaction, though sometimes not the top reason for making a purchase, is almost always the reason for not repurchasing.” Marshall Goldsmith, Don Brown and Bill Hawkins, What Got You Here Won’t Get You There in Sales!: How Successful Salespeople Take It to the Next Level (http://www.amazon.com/exec/obidos/ASIN/B005K8H1J0/wwwcustomized-200)

04.12.13 FridayLeaders sometimes overlook that their human resources make or break a customer’s ownership experience.

Producing a confident involvement for every customer is every single employee’s job, as well as those who work outside the sales department. Even if you have partial customer contact, your ability to influence others shapes the groundwork for actual interpersonal communications that lead to business success.

Regrettably, training often overlooks crucial interpersonal skills for influencing others. Workers at all levels fail to recognize that:

  • Customer anticipations for the sales experience have become greater than before.
  • Customers appreciate a wide-ranging, more reasonable assortment of products and services.
  • Companies are falling short on customer-relationship communications by over relying on technology and outsourcing.
  • There is often misalignment among sales and service.
  • The pace of customer response is fast-tracking, yet salesperson ramp – up is extended, more inflated and more difficult.
  • Workers are frazzled by rising marks and quotas, but have access to fewer resources.
  • Customers define value both realistically and passionately, yet less than 25 percent of salespeople are considered skillful in core selling abilities.

Well-designed vs. Human Factors

“No matter who employs you or what your organization is selling or servicing, you work within two areas of responsibility; there are two sides to your job: functional and human,” write Goldsmith, Brown and Hawkins.

While this thought is simple enough, it’s worth bearing in mind these two arenas on a deeper level.

  1. Well-designed JobOne part of your job, more than likely, includes mastery of a product or service. No matter whom you are, the scope of your job or your area of specialty, you must recognize what your company’s products and services signify to customers. This includes:

    • Structures
    • Profits
    • Benefits
    • Outcomes and proof of what the company does

    Depending on your level of association and experience, you will have a range of knowledge about your company and its customers. The functional side of your job stresses purpose, practice and usefulness. You must know techniques, procedures, methods and pricing. You also need to understand the computers, software and data systems that run the business and measure results.

    Most of this know-how occurs without customer interaction. It’s the human side of business that draws, holds and sustains achievement.

    With so much product and service likeness in today’s economy, it’s critical to recognize the practical necessities of your job. Master these parts so you can concentrate on customer service.

  2. The Human Side of BusinessThe human side defines whether you win, keep or lose a customer. Companies lose, on average, 10 percent of their customer base every year. Substituting this 10 percent, as well as adding to it, is a continuous trial that involves the talent of every employee.

    Every contact with customers signifies a chance to deliver all of the needed information to ensure a respected investment. It is imperative that every employee view themself as an educator who supplies everything that a customer will need to benefit from doing business with your company. To achieve this, everyone must learn to surpass their expectations.

Without the employees realizing their importance in their company, achieving company goals can be difficult.

The magic formula that successful businesses have discovered is to treat customers like guests and employees like people.
Tom Peters

 

 

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