By Vincent P. Magnini
Smooth shoppers are being bombarded with info from each perspective. they cannot soak up all of it and, as a result, tune-out huge parts of the knowledge. hence, as a way to achieve their complete recognition, agencies needs to locate how you can shock them in the course of transactions. they need to spawn psychological script deviations for them. study exhibits that those script deviations can cement their loyalty. consequently, shock! the key to consumer Loyalty within the provider zone info the way to create a shock tradition in a provider company. Any proprietor or supervisor competing in a single of the various carrier sectors would get advantages from enforcing the data contained inside of those pages
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Extra info for Surprise! : the secret to customer loyalty in the service sector
Sample text
CHAPTER 4 Surprises in Many Forms Introduction This chapter illustrates that surprise tactics can come in many forms. The previous chapter used the hotel sector to illustrate positive surSuccess is the sum of small efforts prise opportunities. You might very repeated day in and day out. well be thinking that it is easier to —Robert Collier surprise a hotel guest than a guest in the sector in which you compete. After all, the window of surprise for a hotel guest often spawns 24 hours or more. The purpose of this chapter, therefore, is to demonstrate that surprise ideas are readily available in all service sectors.
1 How important is this finding? First, it illustrates that it is very possible to delight your customers with “free” facets of customer service. Second, as stated in Chapter 2, these customers who included a surprise phrase reported a nearly 100 percent willingness to recommend to a friend. Whereas, someone who used the phrase “very satisfied” without stating that she or he was surprised only reported a 75 percent positive word-of-mouth rate. Even if the surprise idea costs money, another intention of this chapter is to use the case of the hotel sector to illustrate that the monetary cost need not be excessive.
Even the most innovative hospitals—the ones that try and disguise their hospital identities with indoor waterfalls, abundant greenery, saltwater fish tanks, and modern food courts—have trouble putting patients at ease when the rubber meets the road: when it is time for the patient and doctor to interact. 2 That is, Club Red, a shared-medical appointment model, introduced at the University of Virginia Health System, significantly alters the structure of the traditional doctor’s appointment. At Club Red, cardiac patients are offered a choice between the traditional one-on-one appointment or a 90-minute group appointment with as many as 11 other patients.