This weeks newsletter includes an excerpt from my recent published book; Gossip Mongers; how to get your customers to say great things about you.

“If you lose the conversation with the customer you lose the conversation.” — Robin Sharma

I am often challenged about the term inspiration, and I stand firm when I say that I believe customer inspiration is the next big thing. In fact, it’s here—we just haven’t given it a label yet.

In the previous chapter, we looked at why anything below customer service is no longer enough and is actually having an adverse effect on your business. We also looked at the very human side of this thing called business, the relationships we develop and the quality conversations we have with our customers.

Customer inspiration is a result of inspired activity: when a customer feels inspired, it is because three things have happened. This can take place over a short or long period of time depending on the type of transaction and/or product or service sold.

Inspired activity:

  1. gives confidence
  2. produces a feeling
  3. quickens the influence on something.

Inspired activity that gives confidence to the customer might be:

The level of knowledge an employee has on the product or business, their social and emotional intelligence, their ability to ooze confidence even when unsure. An employee that can make decisions and feel empowered to interact with the customer, with a level of autonomy, will assist in cultivating a sense of confidence.

Inspired activity that produces a feeling is all about the emotion felt:

Businesses today, have developed many clever ways of stimulating their customers’ senses. Aromas and tastes before buying, music that assists a mood, light to create ambience, stories to connect back to childhood or old familiar traditions. If there is an arousal of senses when seeking products and/or services, the customer has been inspired to buy.

Inspired activity quickens the influence of something and for customers this normally means their buying decision:

Empowerment in the workplace is potent. When an employee takes a customer on a journey, shows genuine interest in their needs and guides their pathway to purchase, this influences the customer and inspires their final decision.

How do you ensure that you are engaging in two-way dialogue with your customer that is meaningful to the relationship? How do you continue to allow business processes and procedures to revolve around the customer—inspiring the customer?

Why serve when we can inspire?

Go and Inspire