How do you manage consumer emotions?

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The point at which employees come into contact with consumers, or the point at which emotions flare up, is generally referred to abroad as the MOT (Moments of Truth). For example, in a year, an airline carries a total of 10 million passengers and each person has contact with five employees for an average of 15 seconds. This means that each of these 10 million passengers makes five impressions of Scandinavian Airlines each year, making a total of 50 million for the year. These 50 million "key moments" will determine the future success or failure of the company.

We need to pay close attention to the "employee contact scenarios, especially the emotional aspects of the user", and employees need to take advantage of this contact to make up for the shortcomings and make the customer experience and satisfaction better. To do this, staff needs to understand the personality traits and emotional needs of different customers, provide more targeted services and improve their ability to deal with problems.

The MOT philosophy promotes the devolution of power to the people who directly serve the customer. The shortcomings of the traditional pyramid hierarchy can be understood in this way: a player is leading the ball towards the opponent's goal, but when he is almost there he suddenly stops and runs to the side of the pitch to ask the coach how to shoot, with predictable results. The core of MOT is to provide the best possible service at every key point of contact with the customer.

The previous practice of online PR was that if 50 people cursed a company on the internet, they would bring in 200 water soldiers to the internet platform to silence the curses; companies would also take advantage of the online media to delete posts. Mishandling these two approaches will anger consumers and trigger a stronger confrontation.

Companies need to pay attention to crisis communication points, as they are now more likely to trigger widespread communication because of the ubiquity of those with influence in the age of self-media. The episode that took place between Luo Yonghao and the Siemens fridge is a case in point. Luo Yonghao expressed his displeasure reasonably well with the help of Weibo, and the incident sparked a netizen outcry, culminating in an apology from Roland Gehrke, President of Siemens Home Appliances China, for the incident.

JC Penny's department store ran a "Who's your Santa?" campaign over the Christmas period. campaign to better integrate QR codes with the scenario in a festive setting.

Customers who purchased any item at JC Penny were given a QR code sticker when they asked for a gift box at the service desk. When you tap the QR code with your smartphone, you will be directed to a page where you will be asked to enter your mobile phone number. You will then quickly receive a call from JC Penny, follow the voice instructions to record a message to the recipient of the gift, and then place the sticker on the gift. The recipient of the gift will then hold their smartphone up to the QR code and hear their message or congratulations from their phone, and the recipient can immediately use the system to send a thank you note back to the giver from their phone, completing a closed loop communication chain!

Case comment: The strength of JC Penny's approach lies not in simplifying the process of using QR codes, but in allowing consumers to borrow new technological tools to convey emotions in the right scenario. The campaign engages the consumer in a relaxed way, in a scenario where the brand can seep into the consumer's heart. What is your business doing in the holiday scenario?

Singapore Airlines is one of the most reputable and profitable airlines in the world, and although it sells tickets at a much higher price than other airlines, its attendance rate is way ahead of the game.

What happens when a passenger wants a vegetarian meal, but there is no special vegetarian meal pairing on board? Do you just tell the crew that no vegetarian meals are served? Singapore Airlines' requirement is for staff to be flexible and come up with solutions, such as putting a variety of fruits and vegetables on a plate and letting passengers try them out.

Only a positive MOT scenario can have a positive impact on the crew, and the key to this is to get the staff actively involved. If staff have to go through the traditional chain of command to ask for instructions to deal with "difficult issues" raised by individual passengers, this not only affects the timeliness of the process but also leads to a steady loss of emotionally charged passengers. The solution is to give staff the authority to handle individual customer needs and problems.

Case study: Singapore Airlines' core competency is low-cost, high-yield scenario-based services. Singapore Airlines has pursued innovative services over the years and strives to provide the best service to its passengers. Singapore Airlines has not only a hard, institutionalized, and centralized innovation model but also a soft, spontaneous, and distributed innovation scenario service model.

The path to thinking about scenarios is to capture the time and place where consumer demand is most concentrated. Scenarios are about capturing the opportunity to communicate effectively when consumers are more receptive to marketing messages. Once the scenario is captured, you are one step closer to effective communication.

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