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With an example I'm trying to explain this. A customer purchased an Electronic shaver from my online shopping mall. He was quiet happy with the product. The product was a normal product and was indeed good. Though there was no problem with the product, the customer used to receive calls from us once in a week. The call was just to ask how are things going with the product. After six weeks we stopped calling him. On the 8th week he called and said that he wanted to purchase some shawls and sarees from your online shopping mall. He also said that it was s not bcoz of the product he has purchased from us; he knew that the electronic product will not work after a certain period of time but the support that we had given was excellent. Whenever he needs something he first tries to get it in our online shopping mall. Another example, a customer was searching for Jewellery product, we informed her that we don't deal with jewellery product but we can definitely help her by providing some informations from our contacts and she said that she will call us after two days. The next day we called her and provided her the details. The customer was really happy and she thanked us for our pro-active support. She became our regular customer of garments and leather products.
Support is something which is more important than selling. Whether a product is sold or not isn't important in comparison to support which is to be provided at our best to get more business. |
More Articles:1. Year 2010: Permanent Employees No Longer Required By Burak Fenercioglu Jack Welch joined a conference that was held in Duke Fuquay Business School where he was invited to promote his new book called “Winning”. He told audience about how culture is important in a company. Culture builds integration and integration guarantees better products and services for customers. In GE’s 1994 annual report his statements were no different. “Boundaryless behavior…” he said “…has become the right behavior at GE, and aligned with this behavior is a rewards system that recognizes… 2. What Consultants Want You to Know (But You Never Ask) By Jan B. King I’ve been both a CEO and a consultant, so I’ve seen from both perspectives what goes right and what goes wrong when a consultant comes in to a company. Generally the CEO or the manager who hires the consultant tells the consultant what he or she wants. Often the manager is frustrated with something that is happening at the company and expects the consultant will have the expertise to “just fix it”. While the manager needs to set the expectations, of course, the consultant rarely gets to voice … 3. A Guide To Performance Management By John Morris Nowadays, great significance is being given to Performance Management, as companies incorporate them in their effective management strategies. However, a lot of people find this process a complicated one, mostly because of the many options that it offers – on the organization, a specific department/branch, a product or service, and employees, among others.In order to minimize this confusion, the items below will give you a general idea of what Performance Management is all about as well as the… 4. Two critical success factors in an ITIL Implementation Any IT manager who wants to pursue the IT Service Management journey by implementing the Information Technology Infrastructure Library (ITIL) needs to understand two very important factors well in advance.•The first factor i is to have dedicated, trained and committed process owners.If you want to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for it’s success and who can dedicate the time and focus to dr… |
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