The flight is about to land. The latest announcements are heard asking for seat backs to be straightened and seat belts tightened. The voice adds: “We appreciate that you have flown with our company and that you are satisfied with our service. We understand that there are other flight alternatives and we hope that you will choose our company again on your next trip. » The pilot and flight attendant are standing at the exit of the plane. As the passengers pass, they smile and greet them with "thank you" or "have a good day." The day seems to smile a little friendlier for the passenger. That is looking for customer satisfaction.
Companies in the United States have learned that pursuing customer satisfaction is good business. In fact, if the customer is not satisfied, there is likely to be business that day, but most likely it will not happen again. It is a vital part of the market competition system.
Although in a system of free competition, customers look for good quality at the best prices, as it is said in business circles "the satisfaction of cheap prices is forgotten much faster than poor service during and after the purchase". A fundamental part of franchises that come from the United States is the training of employees, so that they learn to smile and pay cordial and due attention to the customer.
The first lesson in customer satisfaction is listening. There is a great tendency among sellers to show the product and mention the price. The experienced salesperson makes the customer comfortable and starts with a friendly question. The customer speaks and the seller listens.
In fact, the best sellers say very little. He feels he sells himself. When I had to go through the IBM Sales School in my younger days, I was first taught to ask "What is the problem you want to solve?" and then listen. Occasionally some other question had to be added to define the customer's needs and wants well.
When we were clear about what the client needed, one asked "If I could show you a solution that could give you what you need, would you buy it from me?" In this way the client made his first commitment.
The key to the sale was not giving you everything you had at a low price, but giving the customer exactly what they wanted and needed.
One of the keys to achieving customer satisfaction is the need to delegate authority to the lower levels of the company and let the person behind the counter make the decisions. This authority is noted in the language used. "I have a product that is going to interest you a lot," says the seller. Note that it is not the store, it is not the company, he or she is the one with the product. "And I have a promotion that I am going to offer you." Again it is the person. The same applies to warranty service after sale. "This is one of my best stoves," says the installer. «And you will be very satisfied with your performance. If any damage occurs, he calls me personally. »
Customer satisfaction is one of the basic tenets of good companies in the United States. "Satisfaction guaranteed or your money back." That's a difficult, risky promise, but thousands of businesses grow and survive in the United States based on this promise. Perhaps there are abuses here and there, but the customer learns to trust that company and ends up buying again from the same place.
Not only great inventors like Edison and Bell have made the United States great in world trade. Not only eminent industrialists like Ford have created their industry. Ignored by many, looked at less by more intellectual sectors, the American salesman on the street or in the sales room, greeting the customer, talking to him, closing a sale, is responsible for growth. "Nothing happens until something is sold," they say in the companies.
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