Reveal to Combat Customer Alienation

You know, people might relate the alienation to residue from Dr. Anthony Fauci in the midst of the coronavirus pandemic trashing the practice of shaking hands. Somebody might think the alienation derives from publicity around Joe Biden’s insight that hugging people without their explicit permission, even absent any social distancing rules, is a truly terrible idea. Or how about the overwhelming prevalence among the general population for computer-mediated over face-to-face interactions? Many consumer behavior studies advocate for physically reaching out toward your customers, not drawing away, if you want to generate in them feelings of inclusion and importance.
     Researchers at Cornell University, Technical University of Munich, Erasmus University, and WU Vienna agree that reductions in physical closeness can cause a sense of alienation consumers report in their relations with marketers. The researchers also say there’s more. The roots go longer, deeper, and wider, involving multiple characteristics of technology, industrialization, and globalization. People perceive that marketers too often treat them as objects rather than as distinctive individuals. The cost to the marketers is that customers are less forgiving of flaws in what those customers receive from the marketers.
     The researchers then catalog validated methods for overcoming the alienation. At the top are one-to-one conversations with your shoppers in which you ask about them, tell them about you, and discuss what you share in common. To accompany this, or in place of it if necessary, give personality to what you deliver. Knowing the name of the person who made the soap the shopper is considering buying leads to the shopper becoming willing to pay more for it. Being called by name when getting a cup of coffee increases subsequent purchase frequency.
     Similar methods improve work satisfaction of those delivering products and services. This can decrease turnover of good employees and potentially maintain quality in offerings. When manufacturing staff signed their work, happiness with their jobs increased. Professors at Harvard University and University College London found that when cafeteria cooks could see the diners who would be eating the food, the diners’ ratings of the food quality climbed. This held true even though the sightings were only via a video camera in the dining area and a monitor in the kitchen without sound. The cooks reported that they felt more appreciated and more willing to exert an effort to please when they saw the beneficiaries of that effort.

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