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4                    Customer Loyalty—Waiting Program




A GLOBAL COMPUTERSHARE COMPANY
Purchased,
pleased,
waited.

When a customer decides to buy your product or service,
it sometimes takes a long time after the contract has been
signed until they can use their purchase. Sometimes, the
delivery date is delayed—but even if this is not the case,
the fact is that customers do not like waiting, even for a
short time.
The impact this has on the perception of the brand is substantial:

• Not fulfilling customers’ requirements as regards information and service during the waiting
  period has demonstrably negative effects on customer satisfaction and brand loyalty. As such,
  the waiting period is a measurable quantifier of (customer) profitability.
• Research shows that early negative experiences with a product have an adverse impact on
  the subsequent stages of product usage. This means that if a customer—when waiting for
  his car, for example—feels that he has not been provided with sufficient information or has
  not been suitably treated, he will appear less willing to tolerate errors in customer service
  (e.g. at the garage) at a later point in time. Therefore, early product and brand perception
  should be positively influenced without fail.
• Matters are complicated further by the fact that negative experiences, for example due to
  delays in delivery, remain in a person’s memory longer than positive ones. Customers’
  experiences with the company or product brand should therefore be made as positive as
  possible by the company concerned, even in these situations.


Further challenges arise for companies that do not distribute directly to their end customers,
but through distribution organizations or reseller structures. They must make a particular point
of maintaining direct, structured contact with end customers, including during the sensitive
waiting period.
The challenge




Waiting isn’t just waiting.
The way customers react to waiting times, and what goes on in their
heads while they’re waiting, has been subject to plenty of research
(e.g. waiting in the waiting room at the doctor’s). As well as the time
that is passing objectively, there is also a felt perception that feeds
significantly into wait satisfaction.

Customers perceive waiting times …

• as being shorter when they are “kept occupied.”
• as being longer when they are indefinite, i.e. do not have
  a foreseeable end.
• as being shorter when they are waiting “in groups.”
• as being unbearable when they are worried that they have
  been forgotten about.
You should therefore actively exploit this time for the purposes of
customer relationship management (CRM), with a waiting program
that straightaway ensures the satisfaction of your customer at an
early stage.
The solution




Make waiting          Companies that understand how their
                      customers perceive waiting times can actively


times all the
                      influence these customers, be it by passing on
                      targeted information, offering free-of-charge/
                      low-cost services or consciously organizing

sweeter for your      the waiting environment.

                      The job of a waiting program is to maintain

customers.            structured communication with the customer
                      during the waiting period, i.e. geared toward
                      the respective information or service
                      requirements. As such, the customer receives
                      reassurance on his purchase decision, feels
                      well looked after, and can at the same time
                      develop a stronger affiliation with the brand.

                      Ideally, a waiting program is linked seamlessly
                      with the process and the measures taken to
                      support interested parties and/or acquire
                      customers, and carries over to ongoing
                      marketing activities for existing customers
                      (CRM measures).
Your benefits




               Keep your customers happy during the sensitive

What waiting   waiting period and use this time to develop
               long-term customer loyalty. Waiting programs

programs       can help you to create this solidarity.

               An overview of the advantages of this:

can do.        • Waiting programs that are sensibly
                 configured ensure positive brand
                 perception by reassuring the customer
                 of his purchase decision.
               • The cost-benefit factor is correct—the
                 benefits produced by waiting programs by
                 marketing additional services and brand
                 effects are greater than the production costs.
               • They ensure consistent communication over
                 the entire lifecycle of the customer—good
                 use is made of waiting times to strengthen
                 customer loyalty.
               • Psychological factor by means of individual-
                 ized mechanisms: the customer feels
                 understood and well looked after between
                 purchasing and receiving the product.
Our offer




With Pepper, waiting
becomes part of the
brand experience.


 Pepper has many years’ experience in
 designing and implementing targeted,
 integrated customer communication
 activities, and brings together all
 relevant disciplines under one roof.
 As such, we can:
• Generate knowledge of the customer: By determining the experiences
  customers have had when waiting and how satisfied or dissatisfied
  they are with the current waiting situation.
• Design appropriate waiting program proposals: As part of the existing
  marketing and communication (infra)structure, we develop appropriate
  waiting measures and implement these cost-efficiently.
• Implement creative and production services: We also clarify which
  communication measures should be specifically aimed at customers,
  whether communication comes directly from the manufacturer or
  indirectly via its distribution partner.


In all Pepper projects, the focus is on initiating measures that
appreciably feed into your marketing and communication objectives.
Our approach is always specific, pragmatic and results oriented, as
well as being closely linked with implementation and adapted to your
existing communication channels.

See for yourself and let us show you how you can use your customers’
waiting times to strengthen your brand and customer relations.
Your point of contact




Answers to your questions.
As an agency with offices all over the world, Pepper can also
provide you with a contact partner with a high level of experience in
customer loyalty waiting programs in close proximity to where you
are located. In other words, we are waiting for your call anywhere in
the world, and your specific requirements can be met on a regional,
national or even international basis. Give us a try.


Your contacts at Pepper:

Munich                                      Chicago
Christian von Vietinghoff                   Brennen Roberts
Director Consulting                         Managing Director
Tel +49 89 30903 553                        Tel +1 312 588 4774
christian.vonvietinghoff@pepperglobal.com   brennen.roberts@pepperglobal.com


Vienna                                      Singapore
Alexandra Wolf                              Caroline Lim
Client Service Director                     Managing Director
Tel +43 1 71 30 110 14                      Tel +65 6221 3312
alexandra.wolf@pepperglobal.com             caroline.lim@pepperglobal.com




pepperglobal.com

                                                                                             PEWP1107_US_10

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Pepper_whitepaper_waiting_programs_US

  • 1. 4 Customer Loyalty—Waiting Program A GLOBAL COMPUTERSHARE COMPANY
  • 2. Purchased, pleased, waited. When a customer decides to buy your product or service, it sometimes takes a long time after the contract has been signed until they can use their purchase. Sometimes, the delivery date is delayed—but even if this is not the case, the fact is that customers do not like waiting, even for a short time. The impact this has on the perception of the brand is substantial: • Not fulfilling customers’ requirements as regards information and service during the waiting period has demonstrably negative effects on customer satisfaction and brand loyalty. As such, the waiting period is a measurable quantifier of (customer) profitability. • Research shows that early negative experiences with a product have an adverse impact on the subsequent stages of product usage. This means that if a customer—when waiting for his car, for example—feels that he has not been provided with sufficient information or has not been suitably treated, he will appear less willing to tolerate errors in customer service (e.g. at the garage) at a later point in time. Therefore, early product and brand perception should be positively influenced without fail. • Matters are complicated further by the fact that negative experiences, for example due to delays in delivery, remain in a person’s memory longer than positive ones. Customers’ experiences with the company or product brand should therefore be made as positive as possible by the company concerned, even in these situations. Further challenges arise for companies that do not distribute directly to their end customers, but through distribution organizations or reseller structures. They must make a particular point of maintaining direct, structured contact with end customers, including during the sensitive waiting period.
  • 3. The challenge Waiting isn’t just waiting. The way customers react to waiting times, and what goes on in their heads while they’re waiting, has been subject to plenty of research (e.g. waiting in the waiting room at the doctor’s). As well as the time that is passing objectively, there is also a felt perception that feeds significantly into wait satisfaction. Customers perceive waiting times … • as being shorter when they are “kept occupied.” • as being longer when they are indefinite, i.e. do not have a foreseeable end. • as being shorter when they are waiting “in groups.” • as being unbearable when they are worried that they have been forgotten about. You should therefore actively exploit this time for the purposes of customer relationship management (CRM), with a waiting program that straightaway ensures the satisfaction of your customer at an early stage.
  • 4. The solution Make waiting Companies that understand how their customers perceive waiting times can actively times all the influence these customers, be it by passing on targeted information, offering free-of-charge/ low-cost services or consciously organizing sweeter for your the waiting environment. The job of a waiting program is to maintain customers. structured communication with the customer during the waiting period, i.e. geared toward the respective information or service requirements. As such, the customer receives reassurance on his purchase decision, feels well looked after, and can at the same time develop a stronger affiliation with the brand. Ideally, a waiting program is linked seamlessly with the process and the measures taken to support interested parties and/or acquire customers, and carries over to ongoing marketing activities for existing customers (CRM measures).
  • 5. Your benefits Keep your customers happy during the sensitive What waiting waiting period and use this time to develop long-term customer loyalty. Waiting programs programs can help you to create this solidarity. An overview of the advantages of this: can do. • Waiting programs that are sensibly configured ensure positive brand perception by reassuring the customer of his purchase decision. • The cost-benefit factor is correct—the benefits produced by waiting programs by marketing additional services and brand effects are greater than the production costs. • They ensure consistent communication over the entire lifecycle of the customer—good use is made of waiting times to strengthen customer loyalty. • Psychological factor by means of individual- ized mechanisms: the customer feels understood and well looked after between purchasing and receiving the product.
  • 6. Our offer With Pepper, waiting becomes part of the brand experience. Pepper has many years’ experience in designing and implementing targeted, integrated customer communication activities, and brings together all relevant disciplines under one roof. As such, we can:
  • 7. • Generate knowledge of the customer: By determining the experiences customers have had when waiting and how satisfied or dissatisfied they are with the current waiting situation. • Design appropriate waiting program proposals: As part of the existing marketing and communication (infra)structure, we develop appropriate waiting measures and implement these cost-efficiently. • Implement creative and production services: We also clarify which communication measures should be specifically aimed at customers, whether communication comes directly from the manufacturer or indirectly via its distribution partner. In all Pepper projects, the focus is on initiating measures that appreciably feed into your marketing and communication objectives. Our approach is always specific, pragmatic and results oriented, as well as being closely linked with implementation and adapted to your existing communication channels. See for yourself and let us show you how you can use your customers’ waiting times to strengthen your brand and customer relations.
  • 8. Your point of contact Answers to your questions. As an agency with offices all over the world, Pepper can also provide you with a contact partner with a high level of experience in customer loyalty waiting programs in close proximity to where you are located. In other words, we are waiting for your call anywhere in the world, and your specific requirements can be met on a regional, national or even international basis. Give us a try. Your contacts at Pepper: Munich Chicago Christian von Vietinghoff Brennen Roberts Director Consulting Managing Director Tel +49 89 30903 553 Tel +1 312 588 4774 christian.vonvietinghoff@pepperglobal.com brennen.roberts@pepperglobal.com Vienna Singapore Alexandra Wolf Caroline Lim Client Service Director Managing Director Tel +43 1 71 30 110 14 Tel +65 6221 3312 alexandra.wolf@pepperglobal.com caroline.lim@pepperglobal.com pepperglobal.com PEWP1107_US_10