Security services determine brand image and product quality

According to the author's many years of observation and investigation and analysis, it is found that in the security industry, only about 7% of customers who are dissatisfied with the transaction process will return information to the company; the remaining 93% will leave angrily, and 90% of the customers do not Will come again. Worse still, because employees do not encourage complaints, most of them believe that the complaints will have a negative impact on individuals, rather than feedback, resulting in only about 2% of the valuable information ultimately fed back to the decision-making level of the enterprise. In addition, those disgruntled customers will tell their peers and friends: "This company is too bad." Soon, this negative information spread rapidly in the local market, and the consequences are self-evident.

End-users and corporate customers are worth mentioning. With the gradual mastery of security product knowledge, companies are required to have well-trained and skilled employees to provide timely and timely support when they need it. Similar demands have been increasing. . All customers who wish to answer him are professionals who can help him solve problems in a friendly and efficient manner. It is hoped that every touch point with the company is pleasant. Obviously: In the market environment where the security product technology level, product quality, sales channels, and price differences tend to be homogenized, the service is no longer an operation cost of the majority of security companies, nor is it a product of free added value. It is the profit point and competitive advantage of the company. In such a big environment, companies need to redefine what a high-quality customer service is; they need to transform sales personnel from business services to technical specialists (adviser marketing) to directly, quickly, and accurately meet customer demands; needs are important Core customers provide enhanced comprehensive services; they need to brand their services and win the market. The following are some of the author's views on security products and services for your reference.

Quality products are the basis of value services When it comes to services, many companies in the industry will naturally focus on our customer service departments. In the business management and operation of the enterprise, there is always no circle around the “after-sales service” fight; few companies can put the service into the enterprise value chain to operate meticulously, build quality service as the core, and fully meet the requirements. Different needs of the customer service system.

Some newspapers and magazines in the industry have launched a series of product application satisfaction surveys in some provinces and cities for video intercom, video surveillance, burglar alarm, and entrance and exit control. The survey includes the use of results, frequency of failure, after-sales service, etc. The survey results are indeed worthy of deep thinking in the industry. In a market environment where customer service becomes redundant, the data is unpleasant and worrying. Regardless of how accurate the data is, the information disclosed therein has to be given enough attention by our policy makers.

Compared with the “no service” when security products were in short supply in the late 1980s and early 1990s, providing quality after-sales service was a major step forward in our security industry. However, after-sales service itself is largely a remedy for “post-illness treatment.” If we have stayed at this stage, it is certainly not enough. The use of services as a means to make up for lack of product quality is a misunderstanding of service. As a special industry, the majority of security companies should strengthen the quality service awareness and methods in all aspects of the entire value chain to create a standardized quality chain. For example, starting from the design and establishment of market information feedback, we will implement standardized management; whether it is design or formally put into production, we must go through all levels of rigorous review and check. Emphasis on production, from the "quality chain" in the upstream departments, such as research and development departments, component suppliers, etc. Let R&D engineers rotate to the production workshop for a long period of time to familiarize themselves with different production equipment and processes. Only in this way, the R&D personnel will fully consider the production process when designing, such as the feasibility and standardization of manufacturing; the manufacturing department can select the right supplier and high-quality raw materials according to the explicit design requirements, and quickly produce 100% compliance. Design requirements and products that meet market needs. In other words: Only services built on quality products are valuable.

Security sales personnel are service personnel in our security industry. At present, there are many companies that regard product services as a problem. At the same time, there are also some first-rate security companies that integrate all pre-sales, mid- and post-service projects such as market information, solutions, product equipment, technical services, financial assistance, and project public relations, and provide customers with systematic product services. Among these companies, first-class service management capabilities increase service revenue by 10% to 20%; in addition, operating costs are reduced by 15% to 30% by improving the efficiency of service links. In some of these companies, the impact of their service links on the company's revenue has exceeded the sales cycle of the product. The survey shows that no matter what kind of integrated service system you establish, salespeople play a major role in it, which is the key to the success or failure of service strategies.

Let's take a look at an example: A new security equipment salesperson who took over a customer in a certain area is making a call to a customer, tracking the after-sales situation of the camera product, and hereby sells other equipment that he may need to the customer, such as access control. product. He said: “Hello, is it Manager Wang? I’m ** company’s ***, are you free?... I’m your new sales representative. About the batch of ** series hemisphere cameras you just purchased, the project How is the progress, how is the equipment running?...Very well, I called mainly to make a self introduction and leave my name and phone number so that you can contact me when needed, for example to buy other cameras. Or access control products, etc. Is there a pen?” - It's not hard to find that when we called this salesperson, we completely talked to the results we identified. We are confident that the relationship with Manager Wang is very harmonious and it is enough for him to call back. . The starting point of this salesperson's talk is to stand in his own perspective, eager to promote the product, there is no customer in the eyes. In short, there are too many ideas. Therefore, it is impossible to establish mutual customer relationships, mutual trust, and harmonious customer relationships. It is also difficult to achieve a win-win situation.

Today, most of our security companies are still selling products, but they still value how they sell, not how customers buy. Over time, customers do not love to tell the truth, and virtually establish a hostile relationship. Under such a basic condition, what should the sales staff do? How can they sell their products? How to execute your own sales plan? The author's answer is to position the salesperson as a service person and to perform advisor-based marketing for the customer.

In this game, the first step the salesperson needs to make is: Don't just stare at sales. Only in this way can we find the right person to buy his product. If the salesperson can put aside his own sales model to respond to the customer's buying pattern, they only need to find the person who needs the product to form the sales. In the second step, in the process of promoting the purchase, it is necessary to present the standardized, professional, and expert consultant image to the customer, pay attention to listening and guidance, control the marketing process, master the details and the real needs of the customer. Through the use of effective communication methods to ensure that buyers and sellers can establish a continuous relationship of mutual understanding; timely change of communication skills in response to customer beliefs, needs and cultural concepts; of course, mutual trust, coordination and respect. The last step is to take a correct position: the responsibility of the salesperson is to create a trusting environment like the service staff, and to ensure that the buyers and sellers are on the same front. It is clear that the ultimate goal is to provide support for the customer to meet their needs and guide the customer to find out their true The information that needs to be known so that they can make the best possible decision and achieve sales goals. In summary: Sales staff must serve potential customers, not products.

Can't and does not need to serve all customers. A friend who has been engaged in security sales for many years once found me unhappy, saying that he had helped a technical engineer who was in trouble. This matter had nothing to do with him, and he put down his own business to help this customer. But to his surprise, the engineer of this engineering company signed a sales contract with his competitor because the price of the competitor was 2% cheaper. He smiled so badly that he spent 20% less than his own energy. Perhaps this is a bit lopsided and cannot be summarized, but the author would like to take the opportunity to clarify a point of view: the services we provide must be valuable, and valuable things have price, and companies need to fully consider service methods and costs; At the same time, not all customers need your services, nor are all customers' service providers alone; companies do not have to service all customers.

How can we avoid making such mistakes? How can we make our services more targeted and valuable? The author's proposal is: to subdivide customers, establish multiple channels; standardize the system, guided by culture; meticulous communication, provide humane, personalized service. For example, we can divide all customers into four categories: A, B, C, and D. Class A customers account for about 20% of the total number of customers. They are very profitable and worth spending a lot of time. They mainly order from us, and they have large quantities and fast payments. We should spend more than 40% of time on these customers. To serve them well. Followed by Class B customers, accounting for about 30% of all customers. The number of orders from these customers should be more than 50% (compared with similar products), then these customers are worth spending 30% of our time and money to establish Loyalty, but also to find out why he orders from a competitor. Once again, they are Class C customers. Most of these customers' orders are given to other companies, but they may become our Class B customers. Therefore, we also spend 20% of our time and energy on maintaining friendly relationships and trying to make these customers aware of them. When we need help, we always help. The last thing I want to talk about is that there are not many orders but a lot of D-type households. I think that only providing a few services is enough. For example, some customers like to use your research first, but eventually purchase products from your competitors. Because through the preliminary mapping, he can obtain lower prices from competitors. So how do we judge whether our services are valuable? Quite simply, customers are doing business with you because of your ability to solve problems? Or did they call you when their suppliers couldn’t solve it? If the latter, it means that we are providing too many useless services. It is only when we want to promote a service or product that we need to visit a customer. Avoid spending a lot of time on a particular customer because it feels pleasant or easy to get along with the customer.

Finally, to provide our core customers with enhanced services, namely, personalized services. "Enhanced services" is an advantage service that is tailored to the most important strategic customers to bundle services and products together. For example, pre-set maintenance plans, provide detailed operation guides, and compile video training materials, so that customers can enjoy quality services anytime and anywhere. Enhanced Services Unlike the hierarchical customer service mentioned above, Enhanced Services is a deepening service for core customers. In this service, customers will enjoy all the different types of service support provided by each department involved in the customer life cycle management, so as to achieve the competitive advantage of long-term strategic cooperation.

Customer Service Branding Value Performance Creating a first-class industry brand is a goal that many security companies are working hard to achieve. The branding of customer service is a key component of building a first-rate brand, sometimes even more important than the product itself. If our company can provide "branding" services, or make the service itself a strong brand, it will certainly win a huge competitive advantage. So, what is branded customer service? The author believes that it is an important way to further improve the brand's uniqueness. Brand-style customer service is different from ordinary customer service, and it does not even refer to quality customer service. It is to provide a brand-like customer experience in a strategic and standardized way, thereby enhancing the brand's commitment to customers. It can give full play to the brand's essence and add value to the target market. From this we can see that branded customer service fully leverages and leverages the power of the brand, thereby demonstrating extraordinary value.

The customer feels our brand experience, including material and spiritual, in every business contact with us. If the brand experience is an interactive conversation, branded and valued customer service is the perfect dance between the company and its customers. It will deepen our relationship with existing customers, build a strong bond with new customer groups, and help the spread of good word of mouth and create value for the company.

So, how to make customer service branded value business? In today's increasingly homogeneous homogeneity of security, the company's products and services must be brand-operated and must be unique; they must be able to amplify or deliver core brand promises; they must consciously provide customer service; must be within a limited scope, always Provide services as one place. And these are exactly what our security companies lack. Most of our security SME employees, or even management, are unclear how the company's marketing, advertising, and mission statement defines the company's brand; it is not clear how this definition affects the services needed to enhance the brand. , it can not sincerely support the decision-making of corporate branding services. Therefore, as a marketing manager, it is obligatory to coordinate efforts from top to bottom, unified service identification, unified service standards, unified management rules, and unified technical support, so that each employee is consistent and close to the market and customers. Through a conscious, strategic, and standardized service strategy, we combine well-designed and coherent experience cues, continuously convey experiences that foster customer preferences, maintain the existing value of products and services, and create new value and translate into Profit growth. Only in this way can we be ahead of our competitors.