For British writer Galbraith Kaith Chesterton, loyalty was something "difficult" to define, but "perhaps," he warned, we can come closer to it if we consider it to be "the feeling that guides us in the presence of an undefined obligation." In the world of business and the exchange of goods, products, and services, this feeling is something that must be encouraged in those who buy from us: they have no specific obligation to us, but if we manage to guide them so that their actions lead to us, we will have taken a giant step towards obtaining the best customer experience. The latest report on technology in the retail sector from the Brightpearl operating platform outlines some guidelines for generating that guidance and that feeling of loyalty in the current climate: technological preparedness, new loyalty triggers, transparency, and post-purchase experience.
Technology becomes obsolete, soft skills do not
Although it has been said time and time again that "digital transformation" is more a cultural issue than a technological one, some mistakes from the past persist. It is surprising that 7 out of 20 respondents in this study indicated that those responsible for implementing new technology in their companies are "non-professionals" in the sector; that is, people without direct experience in this field or without knowledge of technology deployment.
This is a surprising statistic, to say the least, given that we are trying to provide customers with a better shopping experience. This will be difficult to achieve without prior knowledge of how to best integrate and use the software itself. And although time is scarce for everyone, the effort in this area is an investment aimed at generating future profits. So, the best approach is to prioritize training to deal with any technical problems, rather than simply renewing the technology without the resources to manage it.
Think loyalty, think green
According to the study, more than half of all retailers have allocated spending for loyalty software in the last 12 months, with programs ranging from an app with a points system to electronic coupon campaigns that offer discounts based on certain spending levels.
Now, the retail sector must reinvent itself on a daily basis. For example, what would be a loyalty policy in line with the times we live in? Today more than ever, consumers are aware of the environmental and social impact of their purchasing decisions, so they are increasingly choosing to act more responsibly. Retailers that offer this option, with environmentally responsible products and ethical brands that also give back to the community, are more likely to make their customers feel infinitely better. In other words, they will build customer loyalty.
If you don't communicate it, you're not doing it.
The data also shows that customers want transparency. And this means "knowing the details of the brand they are buying," which ties back to the previous point. For example, the questions on the minds of today's trend-setting customers include biodegradable packaging and sustainable initiatives. Transparency also means not boasting about things that do not meet these behavioral guidelines. That's why it's worth investing in them: if you don't do it, you don't communicate it; but if you don't communicate it, you're probably not doing it, and the customer will choose another supplier. Simple solutions such as internal initiatives to reduce your carbon footprint, or designing and advertising outreach programs to give back to the community, can be a good first step in that direction.
After the purchase, you lose twice as much.
The vast majority of negative reviews (77%) arise from problems that occur once the purchase button has been clicked. This data clearly shows how much more important the "after" is than the "before" or "during." A back office that generates disappointment is just as damaging to the customer, which translates into double losses for the company: poor loyalty and a ruined reputation.
The following question must be asked: when is the customer most committed to the product? The critical moment is usually delivery, so this is a good time to send the customer a personalized message or an update on the offer. The authors of the report conclude with a "somewhat obvious" but nonetheless necessary warning: keep an eye on the competition, check what they are doing and how they are spending their money when it comes to providing customer experience. It is a matter of choosing between two perfectly understandable options: fall behind or be a leader.
Photo byDaniil SilantevonUnsplash
