BUILDING CUSTOMER TRUST AND LOYALTY

شارك تقاسم غرد

الربح من الأنترنت ربح المال

Both selling and influencing suffer from the similar
misconception that success requires you to aggressively or
cleverly push a product or idea. This misunderstanding leads to
inappropriate behaviors. For example, people can become evasive,
“pushy,” and aggressive, or overly talkative and agreeable. Selling
and influencing depends on getting behavior right, by moderating
openness and assertiveness with warmth and competence.
Combined with a great product or brand, this goes a long way to
building customer loyalty.


The idea


Harley-Davidson overcame a turbulent past by building customer
loyalty—one of its most enduring assets. It was one of America’s
foremost motorbike manufacturers but, by the 1980s, sales fell
dramatically following tough competition from affordable, highquality Japanese machines. Harley-Davidson improved quality
using the production techniques of Dr. W. Edwards Deming. The
next challenge was to win back, and maintain, market share (it now
enjoys a customer loyalty rate of 90 percent).
Knowledge of customers’ needs and appealing to customers’
emotions helped Harley-Davidson to build trust and bond with
customers. Their managers meet customers regularly at rallies,
where new models are demonstrated. Advertising reinforces the
brand image, to promote customer loyalty. The Harley Owner’s
Group (HOG) is a membership club that entrenches customer
loyalty, with two-thirds of customers renewing membership.

Significantly, Harley-Davidson ensures customers receive benefits
they value.
The result is that customers trust Harley-Davidson; this trust is
used to develop stronger bonds and greater profits in a virtuous
circle. Rich Teerlink, former chair, commented, “perhaps the
most significant program was—and continues to be—the Harley
Owner’s Group (HOG) . . . Dealers regained confidence that Harley
could and would be a dependable partner . . . [And] capturing the
ideas of our people—all the people at Harley—was critical to our
future success.”

In practice

Deliver customers a consistent (and ideally a “branded”)
experience each time they deal with your business.
Be clear about the value proposition—what you are offering
customers.
Provide incentives for new customers to return and reorder.
Reward loyalty for established customers.
Be competitive—what seems like a good deal to you may not
match your competitors.
Make the customer’s experience as easy and enjoyable as
possible.
Reassure customers with a reliable service and product offer.
Continuously improve the process, based on customer
feedback.
Deliver reliability by working with partners and investing in
resources.
  



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