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How to gain trust in customer loyalty


How to gain trust in customer loyalty

Although consumers are richly blessed with goods and services in material prosperity, although employees of companies, authorities and associations are well provided with salaries and social benefits, a noticeable discomfort spreads across large sections of the population. Some are under pressure and overwhelmed by the constant need to make decisions in a saturated mass market of interchangeable products. The others feel unsettled by the constant changes in their work environment, shifts within their social structures and constantly changing demands on the part of management.

That politics is unable Bringing neither dissocial groups nor even ignorant bonus bankers to reason does not exactly strengthen the trust of citizens in the state as an authority that provides orientation and frameworks in the modern world of widespread confusion and the progressive loss of values.

The reality in companies shows: New strategies at ever shorter intervals, rapid changes in the leadership guard, mergers of companies with their different cultures become a constant stress test for employees. What they are increasingly lacking is transparency, predictability and trustworthy communication with their direct superior. So it is not surprising that the latest Gallup study comes to the conclusion that 66 percent of employees only feel a low bond with their company and therefore do “work according to regulations”. The culture lived in the company has a significant influence on financial success, as a study on behalf of the Federal Ministry of Labor and Social Affairs (Psychonomics 2007) has shown. The fact that the potential of voluntary work is wasted by two-thirds of the workforce costs companies billions every year.

The reality in sales shows: In hyper-competition, producers try to counteract hybridization, churn and unfaithfulness on the part of customers with the help of a variety of customer loyalty programs. The customer card, for example, addresses the cool calculator who uses their card primarily because of the clear price advantage (e.g. Bahncard). Discount stamps are aimed at the passionate collector and bonus programs (for example Miles and More) and offer personal advantages. They are granted for the loyalty of the customer, above all in the form of a socially perceptible prestige such as an upgrade to business class and, if you manage to do so, inclusion in the illustrious circle of status-conscious senators.

The complex requirements However, these programs based on the Pavlovian conditioning pattern do not do justice to a real bond; Not only do customers yearn for honest communication, decent and fair behavior and trustworthy dealings. This also applies to the employees, as a representative survey by Emnid shows, in which 55 percent of those questioned with the highest value stated that the working atmosphere is the most important factor for them to feel comfortable in their work.

Employees and customers are increasingly tired of to be instrumentalized. In the one case as a personnel-intensive means for the sole purpose of profit maximization, in the other as selfish hedonists who are encouraged to buy products with increasingly sophisticated stimuli that they do not need and do not make them happy either. The more rational management and sales calculate their benefits and the more efficiently they organize its implementation, the more unhealthy the business and market climate becomes, because it plundered our socio-emotional resources and squandered the moral reserves that depend on them.

Maximum profit maximization destroyed the quality of relationships with both employees and customers. Actors should have learned this lesson since the financial market and the subsequent economic crisis at the latest. But far from it! No matter how much the “honorable businessman” is conjured up in the meantime, mass, target group and niche marketing knows no faces. The target is to realize the maximum potential of the customer. In companies it is about the efficient controlling of the expensive resource “human capital”. The feeling that this creates among employees of being a cog in the machinery, being patronized and being controlled remotely, triggers anything but commitment, a willingness to take responsibility and enjoyment of work.

But this is exactly where the pivotal point lies for a constructive turn towards pleasure in performance in production, service and sales. In order to bring this about, executives must create the conditions for pleasure in performance in the workplace. And salespeople have to be accountable for how they act together with their customers, because there is no getting around this knowledge: Good leadership and first-class sales are primarily based on reliable and personal relationship management. This setting of relationships with employees and customers is exhausting, but it satisfies a deep-seated need, especially in times of widespread uncertainty and increasing mistrust in institutions. Companies that succeed in building and developing personal bonds between their employees and their customers will get this investment in social capital repaid through continuous growth.

Should give food for thought in this context a recent study at the University of Southern California. Customers keep a very close eye on how employees interact with one another in banks, shops and restaurants. Even if they are competently advised and served, but notice that the employees of the company show each other a little considerate or even rude behavior, their assessment of the entire company is poor. The consequence is: Successful sales do not begin with the customer, but with the employee. In addition to his professional skills, he also absolutely needs social skills in relationship management, initially with colleagues and employees. The customer develops further confidence when the salesperson is knowledgeable and also displays the virtues of teamwork such as reliability and truthfulness. So that such a working and advisory climate of open communication and a culture of joint action can arise, executives must first and foremost be relationship managers. That is why successful selling depends first and foremost on good leadership.

The realizations are necessary for the realization of attachment research is of the utmost importance. Unfortunately, the natural program of social behavior, attachment, is a largely unknown motive. Knowing the interrelationships and the function of this original motive is not only relevant for staff management and CRM programs. If you implement them consistently, this leads far beyond that to a natural balance between purposeful profit making and moral value orientation, which is established in personal business relationships.

Like the social behavior program Bonding works and why it is the basic prerequisite for trust and successful joint action can be found in the volume “The Bonding Formula”. There you will also find specific implementation options for the practice of employee management.

About the author: Dr. Klaus Dehner has been managing director of the consulting company “Prof. von Cube & Kollegen GmbH, Biology of Leadership and Training “. It deals with the biological basis of human behavior. With the aim of optimizing corporate processes, he trains managers and project groups to shape interpersonal relationships. In addition, Dehner is the author of the book “The binding formula – how to successfully apply the natural laws of joint action” published by Gabler Verlag.

Read all of Klaus Dehner’s columns.