NATIONAL UPDATE
THE CUSTOMER EXPERIENCE SHOULD BE OUR BUSINESS GIVING THE CUSTOMER WHAT THEY WANT IS KEY TO A GOOD REPUTATION
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ver the past five years we have seen unprecedented legislative reform across the retirement living sector in Australia. While COVID-19 has certainly slowed down and extended the reform process, the demand for change has been driven by consumer expectations. NSW operators have experienced extensive changes as a result of the Greiner enquiry and subsequent amendments. We saw the introduction of Rules of Conduct (Schedule 3A-Regs) where the objectives were to encourage higher standards of customer service and promote fair, honest, transparent and ethical practices. Residents called for faster and more transparent responses to concerns or complaints, and expected minimum training and competency standards for operators and their staff. It is disappointing to think that such rules had to be legislated when all residents really wanted was what they should have been receiving all along—quality customer service. Poor customer service can make or break any business. In retirement living, it starts with the very first customer interaction and that may be years before they actually decide to move into your community. A positive customer experience along the continuum is what will make them ‘stick’. Salesforce defines customer service as ‘the support you offer your customers— both before and after they buy and use your products or services, that helps them have an easy, enjoyable experience with your brand’. Village managers and staff are at the core of this experience and your residents can be your best, or worst, advocates. When you exceed their expectations, not only will they speak glowingly about living in your community but they will also be telling their friends and anyone else who will listen. Tangible amenities such as recreational facilities, fitness and wellness classes, swimming pool, bowling green, library and café are definite advantages, but the staff who coordinate and deliver these services can enhance the customer experience so much more; it’s all about the people.
Village Managers need an array of skills and knowledge to meet the needs of today’s discerning residents. Strong communication and interpersonal skills are the foundation. Dealing with complaints or disputes requires active listening and patience along with a calm, measured tone. If a resident is displaying anger or frustration we need to bring down the intensity by remaining calm and demonstrating that we are here to help. If they see that their concern is being heard by someone who is displaying a level head, they are more likely to respond well. In the KPMG report Customer Experience in the Ageing Sector there was a clear message and support for the business case for customer experience: ‘Customer experience cannot be seen as something optional, or simply the domain of the marketing department or frontline staff. It is a critical business issue and needs board-level support to make the right investments and changes within the entire organisation. With 82 per cent of people turning away from a business because of a bad experience and 85 per cent wanting to warn others, it’s clear that bad customer experience can be detrimental for business’. In the report there were some stark findings for retirement villages. It indicated that consumer interviews showed a general frustration with the lack of relevant information and Continued on page 20
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