We usually treat logistics as an operational gear, that is, necessary but invisible. Big mistake.
In the experience economy, each delivery is an emotional touchpoint, and each customer interaction is a moment of truth capable of boosting or destroying reputations. In addition, a McKinsey study reveals that companies that combine operational efficiency with memorable experiences grow twice as fast as the market average.
The delivery experience is no longer just about receiving an order. It encompasses everything from punctuality and the condition in which the item arrives, to the communication during the process. And if there are failures, it is necessary to be transparent and seize the opportunities to regain the customer’s trust.
Customer expectations have evolved from ‘fast delivery’ to integrated experiences that combine speed and personalization. PwC data reveals that 73% of consumers consider the post-purchase experience as crucial as the product itself, signaling a structural shift in the value equation of organizations.
Customer expectations have evolved from ‘fast delivery’ to integrated experiences that combine speed and personalization. PwC data reveals that 73% of consumers consider the post-purchase experience as crucial as the product itself, signaling a structural shift in the value equation of organizations.
Market studies show that logistics inefficiency costs Brazilian companies up to 12% of annual revenue, considering returns, replacements, and customer loss. On the other hand, optimized operations generate: an 18% increase in repurchase rate; a 40% reduction in service costs by eliminating rework; a 25% growth in lifetime value through effective loyalty.
With changing customer expectations, the obsession with short deadlines has become a commodity. The difference lies in orchestrating positive surprises: a delivery person who anticipates arrival time via personalized SMS, packaging that tells the brand’s story, or even a discount voucher after an unforeseen event are small gestures that enchant.
Imagine this: a damaged package arrives at the customer. The most common reaction would be to request an immediate refund. However, even with the issue, there is a great opportunity there. Why not send a new item along with a sincere apology? This simple gesture could turn detractors into ambassadors – and it costs much less than investing in advertising campaigns, for example.
Therefore, there is always an opportunity to gain the customer’s trust to not lose them. It is essential to always be attentive to these kinds of situations.
Another fundamental point is to listen to the customer. Monitoring OTIF (On Time In Full) is basic. Companies truly concerned about providing good service should measure: how many customers spontaneously praise the delivery process? What is the financial impact of an unresolved complaint on social media? How does the NPS (Net Promoter Score) correlate with the repurchase rate?
Some attitudes for good customer service can help retain clients. Even though they may seem obvious, they are often overlooked by companies. Here are three of them:
- Be quick to provide feedback: customers appreciate when their queries are answered promptly. To achieve this, it is essential to use order tracking systems and keep customers informed, as well as, of course, to train the team to respond quickly to queries and concerns;
- Always put yourself in the customer’s shoes: empathy is crucial. Showing that you care makes all the difference. It demonstrates that they are truly important to the company;
- Focus on problem-solving: propose solutions to effectively resolve setbacks. However, always bear in mind that good customer service is not only about solving problems; it should be seen as a way to create bonds with customers.
Certainly, one of the main challenges now is to ensure that everyone in the company knows and understands the importance of their work for the business as a whole, constantly aiming to ultimately delight the customer.
In highly competitive markets such as Retail and Logistics, customer service can be what makes your company more attractive than your competitor.
Therefore, customer service can no longer be seen as merely operational. It is strategic!
