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~ Sales and customer service in the luxury industry

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Tag Archives: Brand

Can Luxury Be Intimate? – Part 1

14 Thursday Nov 2019

Posted by Victoria Macdonald in Brand, Customer Experience, Customer Retention, Customer Service, Luxury, Luxury Brand, Luxury Customer Service, Luxury Sales Training, luxury service, Luxury Talent

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Brand, Customer Experience, Customer Service, Luxury, Sales, Sales Coaching, Selling

WhisperThe MBLM Brand Intimacy 2019 Study* was released a few days ago and it’s not good news for the luxury sector.  The results clearly show luxury brands have quite a lot of work to do to build emotional connections with their customers.

Brand intimacy is defined as the science that measures the emotional bonds we form with the brands we use. The MBLM study is the largest study of brands based on emotion. Out of the 15 industries reported in the study, the luxury sector fell from last year’s 13th position to 14th place. Luxury was beat out for last place by the airline and travel industry. The overall Luxury Brand Industry quotient is 18.7 – far behind the cross-industry average of 31.

MLBM derives the Brand Intimacy Quotient by factoring six characteristics of intimacy:

  1. Fulfillment: always exceed expectations; deliver superior/quality service; good value for the money
  2. Identity: values the customer identifies with; projects a desirable lifestyle
  3. Enhancement: makes life easier; helps the customer be more effective, smarter, more capable, more connected
  4. Ritual: becomes a part of the customer’s daily routine, as a vitally important part of their lives (more than a habit)
  5. Nostalgia: reminds the customer of fond memories and associated warm feelings from the past
  6. Indulgence: pamper the customer with a sense of personal luxury; appeals to the senses

with three stages of brand intimacy:

BI_stages
Mario Natarelli & Rina Plapler. Brand Intimacy, A New Marketing Paradigm, Hatherleigh Press, 2017

According to Mario Natarelli, author of Brand Intimacy: A New Paradigm for Marketing, “Brand Intimacy results in greater longevity, more growth, and higher price resilience.” These sound very much like goals any luxury brand would want to achieve. So what’s the problem? 

In a statement to Luxury Daily, Rina Plapler, a partner at MBLM, proposed one reason luxury brands scored so poorly was that they can appear “aloof and untouchable.” Promoting a sense of exclusivity while simultaneously creating a warm and welcoming environment has always been a challenge for even well-established luxury brands. I addressed this conundrum a few years back in an article titled “The Devil Sells Prada… and Burns the Customer!”  At the time I wrote the article on the heels of another study that reportedly said snobby customer service increased sales in luxury brands. Upon further analysis, that study’s results showed the sales bump was temporary and snubbed customers ultimately regretted the rude experience and returned their purchases. Perhaps it’s time luxury associates replace the cold shoulder with a warm smile.

Luxury scored dead last in the Sharing and Bonding stages of building Brand Intimacy and scored next to worst in the Fusing stage. The upshot is that luxury brands continue to fail at forming an emotional connection with the customer. I’ll be talking soon with Mario Natarelli to gain a better understanding of the three stages of brand intimacy with the goal of defining specific skills and behaviors for sales associates to builder stronger emotional customer connections. Stay tuned for Part 2!

In the meantime, I will leave you with one of my favorite quotes from Horst Schulze, co-founder of The Ritz-Carlton Company:

Elegance without warmth is arrogance.

Luxury should never be snobby; it should always be inviting.

*The report and rankings from the MBLM Brand Intimacy 2019 Study can be found here.

 

LuxeCX Roundtable: Transforming the Customer Experience Means Transforming the Sales and Support Teams

14 Monday Oct 2019

Posted by Victoria Macdonald in Brand, Customer Experience, Customer Retention, Customer Service, Luxury, Luxury Brand, Luxury Sales Training, luxury service, Sales Coaching

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Brand, Customer Experience, Customer Service, Luxury, Ritz-Carlton, Sales, Sales Coaching, Selling

luxecx-victoria-1.jpg

I recently had the honor of presenting at the LuxeCX Customer Experience in Luxury Roundtable in New York City hosted by Luxury Daily. The conference featured eighteen speakers focused on the critical role of customer experience in the luxury sector. My own presentation centered on the need to train sales and support teams whenever you are in the process of transforming your customer experience.

Brand and marketing teams often drive new customer experience transformation initiatives. But, in my years of leading the training function of some well-recognized luxury brands, I found they frequently forget to include the front-line customer ambassadors: sales and customer service teams. The sales and customer service associates are the “bookends” of the customer journey. Sales associates are usually the first point of contact your customer has with the brand and customer service associates support the end stage of the customer experience. More often than not, I had to chase down the directors of the marketing, product and brand teams to find out what new customer initiatives were in play.  My goal was to ensure that the transformed customer experience cycle included our customer-facing teams.

The audience at LuxeCX was made up mostly of marketing and brand executives, so I suggested a simple, relatable approach on how to include sales and service teams in the transformation initiative.  In a nutshell, apply the same the marketing techniques used to excite and engage your customers to your sales and customer service teams.  Here are three strategies to start:

BRAND THE LANGUAGE

Brand and marketing departments invest heavily in designing the right advertising assets to lure customers to the brand. This includes choosing just the right colors, logos, images, and even scents. Words are a critical component of brand messaging. If you compare the brand language of two famous jewelry companies, Tiffany and Cartier, you will notice quite a difference in their language. When describing the customer experience, Tiffany will use more romantic verbiage such as lifetime, love, everlasting, celebration and memorable. Cartier’s language, on the other hand, skews more passionate with statements like,  How far would you go for love? and Obsession du Jour.

Tiffany ad 1
cartier

I cannot stress enough how critical it is for your customer-facing teams to echo your carefully crafted brand language and sentiments in their customer interactions. Should you walk into a Tiffany store, you may hear an associate ask you “What are we celebrating today?” That question evolves from Tiffany’s core messaging around celebration and eternal love. Gaggenau’s description of the elegant extended profile of its wall ovens is that they “sit proud.” But if your salesperson says they “stick out,” then your mind forms a much different picture. Just as important to reinforcing what words to use, is clarifying which words should not be said. For example, at BMW we were never to utter the word ‘cute’ when describing a MINI. When associates do not use the same language as the advertisements that attracted the customer in the first place, a cognitive dissonance is formed. (You may also want to read the post: “When Matchy Matchy Works: Keeping Your Brand Message Consistent Across Channels”).

Takeaway: Be sure the brand vocabulary is shared with—and consistently used by—your sales and customer services teams.

GENERATE BRAND PASSION

It goes without saying that just about everything brand and marketing teams do is dedicated to generating customer loyalty to the brand. But what are they doing to create the same level of brand passion in employees?

Brand passion in employees needs to be built organically. This comes about by helping employees share their own experiences with the brand. Encourage team members to share customer stories of how the brand changed their lives. How they went out of the way to help a customer. In his new book, Excellence Wins, Ritz-Carlton co-founder, Horst Schulze, explains how he implemented a policy empowering every employee to spend up $2,000 to make guests happy. As you can imagine, the customer service stories that were created as a result became the stuff of legend. But the next step is also critical— sharing the stories as a form of education. And that’s where Schulze’s 10-minute meeting comes into play. Schulze implemented a short meeting that took place before each and every shift. Every meeting focused on one of the service standards employees are expected to meet. For example, employees are empowered to create unique and memorable experiences for the guests is one such service standard. According to Schulze, “The leader reads the standard, makes comments about what it means, and tells a story or reads a relevant customer comment to show the standard in action.” 

Takeaway: By sharing internally, through morning meetings, corporate social media, or other internal communication process, employees personally experience how the brand promise impacts their customers. It becomes self-motivating. 

BE THE LUXURY CUSTOMER

Many a marketing budget has been committed to creating extraordinary experiences that immerse the customer into the realm of luxury: whether it be with a champagne and caviar-laden event, or through imagery that evokes an aspirational lifestyle. But what about employees? Of course, many brands offer their employees product or service discounts that allow them occasionally to experience hints of extravagance. But most of these employees will still not consider themselves a luxury customer. There’s a certain sense of “outsiderness” — a “nose to the window” feeling of being on the other side of the luxury lifestyle looking in.

I addressed this dilemma in another post, titled “Are You a Luxury Customer?” In it I discuss how to help associates understand that they too are luxury customers, and not all that different from the customers they serve. Horst Schulze’s mantra for Ritz-Carlton employees,  “Ladies and Gentlemen Serving Ladies and Gentlemen,” brilliantly reinforces this idea. 

There are large- and small-scale ways to create learning experiences that will immerse teams in the world of luxury. Again, rather than creating a do’s and don’ts list for service associates, or authoring depersonalized scripts, encouraging employees to develop their own brand behaviors based on their experiences, will have greater impact.

One simple way to expose associates to luxury service is to give them time to go on secret shopping expeditions to a luxury retailer. Create a check-list to help them think about how they were greeted, what the sales associate did to create a luxury experience, whether the sales associate made them feel special, etc., and then share these experiences during a group meeting Not all their experiences may be luxury experiences. Remember, they can also learn what to do by observing what not to do.

To help you get started, I’ve shared below some training initiatives I spearheaded to create luxury learning experiences for different teams:

  • When we  launched a leather collection a leather collection at Tiffany, we needed to reset sales associates minds to think about seasonal fashion. Up until this point, the word ‘fashion’ had been verboten when speaking about Tiffany jewelry, so a new approach was needed. We sent sales associates to high-end stores to take pictures of outfits and then share and discuss on our internal social media platform how they would style these outfits with our new leather line.
  • At BMW, we arranged for our sales teams to stay at the Ritz-Carlton hotel and observe the level of service they received. This experience became part of the learning process.
  • At Gaggenau, we bring in a sommelier to talk about proper wine preservation and a master coffee roaster to talk about proper brewing methods. This helps associates develop a deeper comprehension of product features through sensory experiences.

Takeaway: Providing luxury learning experience helps sales and customer service associates understand and empathize with the expectations of the luxury consumer.

When transforming the luxury customer experience, there is a need to create a parallel, holistic training program that helps associates not only understand the product and brand promise, but immerses them in the luxury customer experience. As you’ve seen, this need is often overlooked. Without it, however, any true customer experience transformation is doomed to fail.

Are You a Luxury Customer?

17 Tuesday Sep 2019

Posted by Victoria Macdonald in Customer Experience, Customer Retention, Luxury, Luxury Brand, Luxury Sales Training, luxury service, Sales Coaching, Tiffany

≈ 1 Comment

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Brand, Customer Experience, Customer Service, Jewelry, Luxury, Ritz-Carlton, Sales, Sales Coaching, Selling, Tiffany

MirrorOne of the most difficult challenges in training luxury sales associates, is that they feel disconnected to the customer. They don’t live the “high class” lifestyle they believe their customers revel in. They could never imagine themselves paying so much money for a “frivolous” item. They may even decide a certain customer would never be interested in a high-end brand based simply on how that customer is dressed or what car he or she is driving.

Many of us don’t see ourselves as a luxury customer. Indeed, in a rather humorous piece for the New York Times called “So You’ve Wandered Into a Too Expensive Store,” the comedy writer, Monica Heisey explains the sense of panic that can ensue when you walk into an upscale store:

The air smelled too good; there were too few items on the shelves. By the time you’d touched the first wafer-thin turtleneck, you knew: This is a too-expensive shop.

Heisey then shares some tips on how deal with this embarrassing situation, including asking the salesperson to find another size as a diversionary tactic so she can make a quick exit.

What we don’t realize, however, is that most of us are luxury customers.

In a previous post, titled Do your salespeople really understand the luxury perspective?, I take up the question of whether sales associates really understand who the luxury customer is. There is a disconnect. In the mind of the sales associate, the luxury customer is the “other.” They do not see themselves as the luxury customer.

Horst Schulze, co-founder of The Ritz-Carlton Company, authored the  famous phrase: “Ladies and gentlemen serving ladies and gentlemen.” The wonderful thing about this phrase is that it eliminates the concept of “they.” The message it delivers to each Ritz-Carlton employee is that “you are they.”  The challenge, then, is to help sales and customer service associates understand that they too are luxury customers.

An article in New York Magazine called The Worth-Its begins this way:

Expensive things are sometimes things we come to regret. Other times, though, years later, they are the things that one feels wisest about having sprung for. What is it that makes such pieces truly worth it?

The article details some very interesting personal purchases ranging from wasabi for $70 a pound to $2000 for a duvet. However, one comes away with the realization that we too have probably spent a bit more on something that had special value to us, even if it’s coughing up $6 for a pumpkin spice latte. We’ve all, at some point it our lives, have probably bought that special item that made us feel exceptional—extraordinary in our own little world. For me it was Tiffany’s Diamonds by the Yard necklace by Elsa Peretti. I initially intended to purchase the sterling silver version of the chain necklace familiarly know as “DBY.” But after being reminded by the sales associate that I would have to polish this very delicate chain, I talked myself into the much more costly platinum version. As the New York Magazine article suggests, I never regretted the purchase. It’s never really about the price; it’s about the value to that person. Everyone has something that he or she values. It’s the role of the sales associate to find out what the customer values—not to assume what that is for the customer, and certainly not to stand in judgement. During training sessions, when I’m working with sales associates to create a list of learning objectives, they usually ask how they can justify the “price” to the customer of whatever they’re selling. I always rephrase this to how to justify the “value” to the customer. Find out first what is it your customer values.

There are many ways to help sales associates appreciate the culture and experiences of the luxury customer. One way to help them  do this is by immersing learners in luxury activities that make it easier for them to transfer their experiences to their own customers. You can have they stay in a five-star hotel, have them dine at a Michelin-starred restaurant, have them shop at an ultra-high end store. But for them to truly understand the luxury consumer, they must move away from viewing luxury as a “nose against the window” experience, and realize they too are luxury customers. Whether it’s paying more for personal service, springing for that special something, shelling out for a unique experience, we all have our little luxuries. We all have something that we’re willing to pay a bit more for—because we understand its value.

Aside

Luxury isn’t snobby, it’s inviting.

02 Monday Sep 2019

Posted by Victoria Macdonald in Brand, Customer Experience, Customer Service, Luxury, Luxury Brand, Luxury Sales Training, luxury service, Uncategorized

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Brand, Customer Experience, Customer Service, Hospitality, Luxury, Luxury Customer Service, Luxury Selling, Ritz-Carlton, Sales, Selling

I’m currently reading Excellence Wins: A No-Nonsense Guide to Becoming the Best in a World of Compromise by Horst Schulze (co-founder of The Ritz-Carlton Company). So many wonderful ideas and words of wisdom from someone who laid the foundation for service par excellence!

This quote from the book sums up my approach to luxury “Elegance without warmth is arrogance.” Luxury should never be snobby; it should always be inviting.

Below is a link to a previous post about a study that showed while a snobby approach to luxury selling might result in increased sales, the increase is temporary. Ultimately, customers reject this strategy and leave the brand.

The Devil Sells Prada… and burns the customer!

 

 

 

If you can’t say something nice…

30 Tuesday May 2017

Posted by Victoria Macdonald in Brand, Customer Experience, Customer Service, Luxury, Luxury Brand, Luxury Sales Training, luxury service, Tiffany

≈ 1 Comment

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Brand, Customer Experience, Customer Service, Luxury, Sales, Sales Coaching, Tiffany

happy-unhappyDo you remember Thumper in Walt Disney’s film Bambi?  While watching the newborn fawn attempt to walk for the first time on trembling legs, Thumper remarks that Bambi really doesn’t walk very well. Thumper’s mom then chastises him by asking him to repeat what his father had taught him. Thumper hesitantly replies, “If you can’t say something nice, don’t say nothin’ at all.”

The questionable grammar aside, what does this have to do with luxury service?

In any type of service situation, you may be called upon to convey a message to a customer that could cause disappointment: “I apologize for the inconvenience this has caused you.” But this is not a post about basic customer service niceties such as telling customers what you can do for them, rather than what you cannot; demonstrating empathy by saying you understand their frustration; or remembering to use their name in the conversation. This is a post about how you can say things better. And luxury customers always expect better.

Continue reading →

When Matchy Matchy Works: Keeping Your Brand Message Consistent Across Channels

01 Wednesday Feb 2017

Posted by Victoria Macdonald in Brand, Customer Experience, Customer Service, Helping Customers Envision, Luxury, Luxury Brand, luxury service

≈ 2 Comments

Tags

Brand, Chanel, Customer Experience, Customer Service, etail, Luxury, Sales, Selling

wereonitYesterday I visited the website of an upscale department store brand to order my favorite Chanel blush. Everything started perfectly. The brand’s logo was displayed elegantly across the top of the page. Its signature black and white color scheme was set off by striking, high resolution images. The ordering process was easy and I was even offered three free samples upon checkout—just as I would have been had I purchased the product in the store itself. Perfect! Almost… As I completed the transaction a final message appeared on the screen: “We’re on it!”

Continue reading →

Luxury Associates Need to Become Luxury Curators

30 Monday May 2016

Posted by Victoria Macdonald in Brand, Customer Experience, Customer Retention, Customer Service, Luxury, Luxury Brand, Luxury Sales Training, luxury service, Luxury Talent

≈ 2 Comments

Tags

Brand, Customer Experience, Customer Service, Luxury, Luxury Brand, Luxury Retail, luxury service, Sales, Selling, Value Selling

Curator

I recently returned from the largest international conference for professionals in the field of learning and development sponsored by the Association for Talent Development (ATD). Nearly 11,000 attendees from over 80 countries attended 300 concurrent sessions in Denver, Colorado. The exhibition hall boasted more than 400 leading training services providers. As I wandered the aisles of learning content vendors, one word repeatedly caught my attention—curated.

‘Curate’ is not a new word. Its root goes back to the Latin curare, which means to care. The first known use of the word ‘curator’ as someone who is in charge of a museum or art gallery collection dates back to 1561. The word has evolved over the centuries and today Dictionary.com defines ‘curate’ as “to pull together, sift through, and select for presentation, as music or website content.”

Content curation is so omnipresent in consumers’ lives today that we barely notice it. Your shows on Netflix are curated based on your viewing history, Spotify tailors music selections specifically to your taste, most news services feed you content according to your specified preferences, and shopping services such as StitchFix will curate a personal wardrobe for you. Curation as a marketing and sales technique gained ground in 2011 with Steven Rosenbaum’s book Creation Nation.

I love the idea of turning luxury sales associates into luxury curators for two reasons. The first reason is the root of the word – to care. Care needs to inform everything a luxury associate does: caring about the customer, caring about the customer’s needs, caring about the luxury experience, and caring about the presentation. The second reason is the idea that the curated experience is a personalized experience for the luxury consumer. Today’s luxury customers seek experiences that are customized to their personal preferences, that are exceptional, and that they can share and remember. Recently, Saks Fifth Avenue launched a service through which associates are available 24/7 to curate personalized virtual boutiques for individual customers. But curation isn’t just about technology. As Milton Pedraza, CEO of the Luxury Institute says, “Technology today presents an immense opportunity for targeting potential customers, but it is ultimately the intimate humanistic relationships that sales professionals form with customers that keep them coming back.”  It is the luxury sales associate who holds the key to building those connections.

What do luxury sales associates need to do in order to become luxury curators? To find some answers I searched “How to curate?” and found some great tips on Coschedule.com. Coschedule is a marketing calendaring service whose tips are specific to how to curate online content. I’ve borrowed the heading for each tip and turned each into a suggestion for sales associates who are looking to create a curated luxury experience for their clients:

  • Provide your take on things – Add your own personal touch. To paraphrase Coschedule, provide every piece with context. You should always surround the piece with your views, knowledge, and insight. Share a story about your brand’s heritage or an intimate detail about the craftsmanship.
  • Don’t make it all about you – Remember your customers have different preferences than you. Research and understand the lifestyles of your luxury customers. Read luxury travel and style magazines, subscribe to luxury blogs, and know your competition.
  • Answer your audience’s common questions – Be knowledgeable about your brand, your services, distinguishing product characteristics, shipping and return policies, corporate responsibility programs, etc. Common questions may also include concierge-type recommendations on where to eat, shop or find local attractions.
  • Be very, very selective – Rather than rattling off a list of features, share two or three benefits (a personalized statement of value) you believe best meet your customer’s needs. To turn a feature into a benefit, think of the customer asking “Why is this important to this me?”
  • Take advantage of in-house expertise – Observe your co-workers. How are they interacting with customers? What can you learn from them? Be open to asking for feedback. Ask your manager to observe you and provide suggestions on how you can improve. If you don’t know the answer to a question, make sure you find someone who does.
  • Don’t forget your CTA’s (Calls to Action) – Your relationship to the customer doesn’t end when he or she walks out the door. Think about how you can proactively reach out to customers to grow the relationship by building upon additional needs. A hand-written thank you note is always welcome. You may want to invite them to an upcoming event, alert them to a new item, or just check in to see how they’re enjoying their purchase.

If you view your role as a curator rather than a sales person, you will provide the level of care and personalization necessary to turn every customer interaction into an extraordinary luxury experience.

 

The Sales Associate – Luxury’s Best Advantage

14 Tuesday Jul 2015

Posted by Victoria Macdonald in Uncategorized

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Brand, Customer Experience, Customer Service, Luxury, Luxury Brand, Luxury Retail

LuxsalespersonWhile luxury brands are starting to understand the importance of creating a seamless brand journey through omni-channel marketing, the luxury consumer still enjoys the personal, white glove treatment. According to a new report by the Luxury Institute, consumers rely more on the knowledge and service expertise of the in-store sales associate for their purchasing decisions than they do on their laptops or cell phones. That means luxury brands should be investing in training their sales personnel to deliver a unique and superior customer experience. Continue reading →

Luxury Talent Goes Big

26 Tuesday May 2015

Posted by Victoria Macdonald in Brand, Customer Experience, Fashion, Luxury Brand, Luxury Talent

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Brand, Customer Experience, Kering, Luxury, Luxury Brand, Luxury Talent, LVMH, Richemont

Big3This Harvard Business Review post, “Luxury’s Talent Factories,” discusses how large luxury conglomerates such as LVMH, Kering and Richemont actually drive talent performance. Most management research would argue the opposite. It’s generally accepted that companies can increase their financial returns by focusing on core lines of business. Contrary to this evidence, the article states: “Diversification generally does not add value unless there are significant cost savings and operational synergies across units—which isn’t necessarily the case with all luxury groups.”

Diversification generally does not add value unless there are significant cost savings and operational synergies across units—which isn’t necessarily the case with all luxury groups.

According to the article, here are some of the reasons the “Big 3” are able to use their size to their business advantage in developing luxury talent:

Mobility – Diversification of internal brands means that employees who move from subsidiary to subsidiary bring a core set of brand values and skills. They are also better able to build their personal networks across multiple internal brands. The advantage to the enterprise is that they’re able to leverage talent when and where they need it.

Best practices – The organization can identify and transfer best practices across products, and gain the benefit of new perspectives at the same time. In one case, CRM talent from a fashion group was brought in to help build a CRM function for a watch brand.

International Experience – Cross-cultural exposure inspires creativity and provides exposure to a larger pool of manufacturers and suppliers.

Understanding the Global Customer – As technology and social media create a growing international marketplace, it’s imperative that brands understand how luxury customer expectations vary from country to country.

Although Europeans can explain to customers what luxury means, they also must have experience in foreign markets to understand which aspects of luxury the customers there actually care about. For example, in America consumers will buy watches for their functionality or performance, whereas in Asia it’s more about the prestige of the brand.

The three large luxury groups are able to leverage these advantages for the individual as well as for the enterprise. It only works, however, when the group is able to keep its brands relevant and continuously invests in developing premium talent.

Handling Customer Complaints with Grace

31 Tuesday Mar 2015

Posted by Victoria Macdonald in Brand, Customer Complaints, Customer Experience, Customer Service, Luxury Brand

≈ 3 Comments

Tags

Brand, Customer Complaints, Customer Experience, Customer Service, Luxury, Luxury Brand, Luxury Retail, Sales, Selling

complaint

The British Museum in London holds one of the earliest recorded customer complaints inscribed nearly 4,000 years ago on a Babylonian clay tablet dated circa 1750 BC.

When customers have a higher expectation of service, as in the luxury sector, the potential for customer dissatisfaction increases. I may not expect a hand-written thank-you note after purchasing a fashion ring at Macy’s, but I’d be surprised not to receive one if I bought a yellow-diamond pendant at Tiffany & Co. Because the service expectations of the luxury customer are so high, complaints need to be handled with extra care.

The goal, of course, is to prevent customer complaints altogether by listening attentively to the customer and ensuring seamless service. But things can and do go wrong, even in a luxury environment. When they do, it’s important to remember to act with grace. The dictionary defines ‘grace’ as a polite or pleasant way of behaving. It’s important to note as well, that the word ‘grace’ comes from the Latin gratia—to give thanks. Many people say grace before a meal in order to express gratitude. In the same way, a complaint can be seen as a gift. It presents an opportunity to exceed customer expectations and create loyalty. When we handle the complaint with grace, we are thankful for this gift.

When a customer is dissatisfied with your product or service, here are six steps you can follow: Continue reading →

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