One of the great lessons that companies have had to learn in recent times is that one of the main keys in their relationship with consumers is customer service. Customer service makes the difference, and although it has actually been doing so for years and has been shaping the state of things for some time, it has now become a much more decisive element.
For consumers, the way in which they treat them and the way in which companies manage the points of interaction they have with them is increasingly cell number database important. Things cannot stay just any way and companies cannot be stingy with their resources at this point. You have to offer the best possible customer service.
But the truth is that, in the race to offer the best possible customer service, more and more elements must be taken into account. New technologies offer a wealth of tools to do things better than ever, but they also make consumers have different expectations.
In fact, many of the keywords that are shaping the debate in the field of marketing and sales strategy already point in that direction. Knowing, for example, that consumers move in an omnichannel environment not only implies changing the way in which things are sold, but also the way in which it is followed to connect with them.
What retail teaches
The way in which retail is changing and the expectations associated with it show very clearly where things are going. As they point out in an analysis in The New York Times , stores have to prepare for a future in which one of their key pieces of customer service and connection with it stops working.
The “I can help you with something” will cease to make sense in the future of customer service and will also cease to be in connection with what consumers expect and want. This will happen because companies will already have the necessary information to make the question irrelevant.
As expected with ecommerce, they will also have to be able to anticipate consumer needs and position themselves before them. The retail giants are already working in this regard. The company that owns Saks Fifth Avenue, for example, expects stores to “recognize” consumers as they walk through the door, allowing them to already offer what they want and what they need.
Data, data and more data
The trend is clear, as they point out in the analysis. Retail is going to focus on accumulating the same amount of data on the consumption habits of its customers as ecommerce. That is, they also want to have data and more data in order to offer much more effective consumer experiences that connect much better with what consumers expect and want.
And while a directive recognizes that they cannot be more Amazon than Amazon itself, they can use technology and data to change their in-store experience and better connect with consumers.
The expectations of the industry go by systems of recognition of the consumers, of personalization of the offer or to make the process of purchase much easier. It’s what consumers expect on the internet. It is what stores will have to give to compete with ecommerce on equal terms.
Many of these technologies open, yes, doors to cell number database new potential problems. This is what happens with facial recognition and how its use can lead to an invasion of privacy and also to ethical transgressions.
A different experience
But, problem or no problem, what is clear is that the industry has to change what it does and has to change what it assumes works as the lowest common denominator. In the connected universe and in the new order of consumer experiences, what is assumed to be good customer service is becoming more sophisticated, more unique and more personal.
Consumers want to be treated better, but also not to waste their time and to offer them what they really want.