by Sean McCoy (@TheRealMcCoyTRM) How often are we delighted during the sales process and have that warm afterglow following our latest acquisition, only to have our consumer world disintegrate later when dealing with an after-sales service experience, warranty claim, repair job or the like? Alas, all too often it seems!
Myriad factors
The initial transaction is often somewhat easier. An enthusiastic buyer and an equally driven salesperson, keen to earn his or her commission, may result in an experience that appears to go the extra mile — often accurately so. Sadly, in many instances, this sales experience is not replicated further down the value chain due to myriad factors.
In my column earlier in the year, following some travel fatigue, I picked on the airline industry as a proxy for a very complicated industry process that it often has difficulty in managing — the transition and ownership of the experience, from the travel-agent booking through to baggage arrival at your point of destination, is no easy after-sales environment, after having made an apparently simple flight-ticket purchase.
Less so in the case of the automotive industry, I would argue. The original product — produced on a manufacturer’s assembly line — is now serviced at an appointed, essentially franchised, service centre. In this sector, as an example, this single degree of separation is often a bridge too far and the after-sales service is left wanting.
Share of wallet
This is a heinous crime on both the part of the manufacturer and the dealership, given the significant margin on original-equipment parts and the considerable incentive to stay invested in you, in terms of brand loyalty to the manufacturer for repeat purchase of a big-ticket item; and to the service centre for your share of wallet over the often-extensive service period.
Of my own recent story of woe of this very issue, suffice to say, I have supported (and loved) a particular manufacturer for some 15 years. In a vehicle upgrade during the last year, I was blown away by the sales effort and special touches surrounding my new purchase, only to become totally underwhelmed and miserable at the after-sales service offered by the dealer that I had opted to go through. A travesty, really, and an indicator that the manufacturer and dealer network need a greater level of alignment to the promise the brand is making.
Franchising is a particular challenge but this need not always be problematic and under-performing.
Doing something right
Take Famous Brands as an example — its exponential growth would suggest that it is doing something right.
Across its broad array of casual dining and quick-service restaurants, you generally know what you are getting and the experience is consistent with the promise.
Admittedly, the purchase is not exactly capital expenditure in nature, but the need for consistency and trust each time we put that Wimpy burger or Debonair pizza slice to our mouths is a critical dimension of its performance. And it does it well, notwithstanding that it is convenience food and we are possibly more forgiving.
Results are evident
It may be formulaic in parts and highly systematised, but it works and the results are evident.
Of course, this is not only a matter for the franchise business or the consumer-product industry. Good old corporate suffers the same challenge when we opt to put contractors into key roles or outsource a critical shared service to … oh no, a contact centre! The contact centre is in itself a column on its own and we will address that another time.
Brand owners need to consider that outsource service partners and contractors are an extension of staff and operating systems, therefore they are critical to the internal brand and delivery of the promise — much like the well-oiled franchise model.
Common sense should be common practice
The point always seems so fundamental, yet we do not make common sense common practice in this case. If it were so, we wouldn’t have the volume of customer complaints that we experience in so many industries (just make a quick visit to hellopeter.com and tell me if you experience more service orchids or onions).
Talented and driven salespeople are a wonder and a critical business essential. It is vital, however, that they confine the sale to what the organisation can follow through on.
Alternatively, and better still, perhaps they should be given the mandate to ensure that the rest of the business can keep up with the promise and retain their very reason for being — the customer.
Dr Sean McCoy, MD and founding member of HKLM, is a prominent figure in the branding arena, with his expertise centered on client service, brand strategy and business development. Sean has been chairperson for the Brand Council of South Africa since 2012. He contributes the regular “The Real McCoy” column focusing on internal branding to MarkLives.
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