By " clienteling" we most often mean an ultra-personalized approach to the relationship that develops between a customer and an in-store salesperson, with a view to building customer loyalty.
Today, clienteling aims to reproduce this mechanism, in an omnichannel approach (thus integrating digital media) by moving from a "one-to-few" CRM strategy to a genuine "one-to-one" strategy.
Our experts Marketing and Customer Experience give you the keys you need to make the transition from a customer-centric approach focused on the in-store shopping experience to an omnichannel approach.
Historically, local retailers spontaneously forged strong interpersonal relationships with their customers. Thanks to their in-depth knowledge of their customers' tastes, they were able to anticipate their needs and guide them in the right direction at Procurement.
Customer care activities are still closely linked to the world of retail - making the in-store purchase the de facto culmination of the customer journey.
However, with the rise of e-commerce and the search for closer relationships, this traditional approach to customer care (focused on in-store purchases) is gradually evolving towards an omnichannel logic, covering the entire customer journey.
Focus on three omnichannel clienteling initiatives
BEFORE AND DURING PURCHASE
DURING AND AFTER PURCHASE
DURING AND AFTER PURCHASE
Luxury brand - A dedicated remote advisor for VIP e-commerce customers
4 key success factors in implementing omnichannel clienteling initiatives
Work on building up the right customer portfolio
Depending on the business sector, the number of customers assigned to a salesperson/customer advisor needs to be adapted. The aim is twofold:
- For the salesperson/customer advisor: avoid being overloaded;
- On the customer side: truly customized support
On the other hand, to avoid the phenomenon of commercial cannibalism between channels, it is necessary to convince the sales force of the physical network that remote salespeople/telemarketers do not represent a threat, and to work on a fair allocation of omnichannel customers (retail & e-commerce).
Defining the rules of relational pressure
Often the implementation of a clienteling approach (often via messaging or telephone) is superimposed on an already established CRM strategy (often via email or sms). Beyond the financial aspect of superimposing proactive contact strategies, excessive relational pressure can damage brand image and customer commitment.
Ensuring interoperability of information systems
The deployment of a clienteling approach is conditional onthe implementation of an open (i.e., tools can "talk to each other") and functionally richtool environment:
- 360° customer view: personal information (contact details, date of birth, etc.), access to Procurement history, view of last product pages consulted, history of interactions, opinions left on ratings & reviews platforms, etc.
- Product vision: product data sheets, available stocks, stock location
- Interaction / messaging channels: WhatsApp, WeChat, Line, KakaoTalk, ....
- Remote payment functions: Pay by call or Pay by Link
Training advisors
At the heart of the customer relationship management system are the advisors, whether in-store or remotely. We need to support them in acquiring or reinforcing certain interpersonal and technical skills.
The more emotionally charged the interactions between salesperson and customer, the greater their impact. To achieve this, advisors need to be supported and helped to develop their attitudes and relational agility.
On the technical side, mastering the new technologies available to the "augmented advisor/salesperson" also requires appropriate support (augmented reality, AI, IoT...).
Further information
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