How to treat risk control management and satisfaction improvement from the perspective of "customer thinking"

Risk control management and satisfaction improvement from the perspective of "customer" thinking

In the era of high-quality development, buyers have changed from investment-oriented to self-occupied, and customers have higher and higher requirements for housing quality and service quality, which determines that customer relations departments will play an increasingly important role in real estate enterprises. In the next 10 year, the rate of buying houses by 1,000 people in China will drop from the current 30% to about 20%, and fewer and fewer new customers will be added. How to prevent their old customers from becoming rivals' new customers requires real estate enterprises to have long-term thinking, do a good job in customer service and ensure customer satisfaction.

The statistics of rights protection in the real estate industry released publicly in 2020 show that most of them focus on non-housing quality problems, and the quality rights protection has dropped again from the previous nearly 30%, and the non-quality rights protection has continued to rise, among which the proportion of false propaganda/wrong goods has increased significantly.

In the current housing market environment, customer consumption tends to be rational, and experience accumulation is more professional, from the seller's market to the buyer's market. If the project makes false promises in order to sell houses and improve performance, it will become a hidden danger in future class actions.

0 1 customer complaint reason

( 1)? Publicity is not in line with reality/promises cannot be fulfilled.

In order to sell the house faster, the project is well packaged during the sales period, and there are often exaggerated publicity. Marketing talks too much and raises customers' expectations too high. A project, in the publicity, said that the second phase of the landscape will be built according to the standards of seven-star hotels, surpassing the first phase, but when customers visited the site, they found that the project was shrinking, which triggered a collective complaint from the owners of the second phase.

At present, with the information becoming more and more open and transparent, it is easy for customers to find themselves cheated, and it is easier to find trouble with developers.

(2)? "What you see is what you get", the hardcover room has become a "shock room"

At present, hardcover real estate is a general trend, and most housing enterprises are developing hardcover project real estate more or less. However, the model rooms and demonstration areas displayed during the sales of hardcover projects are often carefully "decorated", which generally has a certain gap with the houses actually delivered.

This kind of hardcover projects need to release customers' expectations reasonably during the waiting period from the signing of the contract to delivery, such as "holding site open days", "communication activities with owners" and "explanation of construction technology", etc., while some projects simply do not show or manage them across the board in order to catch up with the construction period or be afraid of trouble; With the extension of time, customers' anxiety is aggravated, and all kinds of gossip will become obstacles to smooth delivery.

(3)? Poor service experience, group complaints should be spoken.

In addition to project hardware, customers pay more and more attention to the quality of soft services. Many times, in the face of customer inquiries and complaints, the project did not follow up in time. Poor service experience has become the fuse of group complaints.

How to alleviate the increasing number of complaints?

( 1)? Strictly grasp the risk control in the sales process.

In order to avoid the troubles caused by the promises made by the sales staff for the sake of performance, it is necessary to restrain and assess the on-site sales staff. For example, every property consultant is required to wear a recording pen when explaining, be responsible for his own explanation, and establish a reward and punishment mechanism to effectively control over-commitment and false exaggeration.

(B) "Open website" to liberate "customer anxiety"

There is often a waiting time of 1-2 years from the signing of the contract to the delivery of the house, and customers will inevitably feel anxious about the construction of the house and the subsequent delivery results. Therefore, how to reassure customers and trust developers during the waiting period after signing the contract is the goal of major housing enterprises.

Through the on-site open day, the owner felt the existence of the project for the first time since signing the contract. The owner can feel the construction progress of the project, visit the project's process method model room and the entity model room, and also communicate with the project development team to answer questions and enhance confidence in the project.

In addition, in the process of construction, the customs department of housing enterprises will do a benchmarking inspection once a month to find and optimize the change points of the wrong version of goods in time. If it is found that there are unfinished things in the early stage, it will even force late satisfaction to ensure the quality and effect of delivery.

(3)? Grasp the delivery details and complete the smooth delivery.

If the service is not in place and the complaint feedback is not timely, it is easy to turn individual complaints of customers into group complaints. In order to improve this situation, we need to master the service details of the whole process and improve the quality of service personnel.

No matter how tight the time is before handing over the house, there are three things that must be done, namely, knowing the owner of the house, preparing the fighting team and making a detailed emergency plan. Some housing enterprises set up owners' information base according to the communication between front-line personnel and customers in the early stage, and collect information such as age, gender, occupation and personality characteristics as the basis for customer classification.

1

Centralized return visit

The customer service staff will pay a centralized return visit to the customers who participated in the delivery. The reason for the return visit can be the handover investigation and later comments, or the customer's comments on the handover site in advance, or the need for decoration assistance after the handover. In short, find a suitable excuse and don't be abrupt.

According to the customer's situation, analyze and sort out their personality characteristics and possible problems. Then customers are divided into three categories, namely, customers who have successfully delivered the house, customers who have problems but can deliver the house, and key customers. (There may be a risk of non-delivery)

For key customers, we will focus on the delivery process, and we will take comprehensive preventive measures to prevent them from inciting other customers to gather, whether from the late delivery progress, delivery batch division, or even the delivery person in charge and delivery process.

2

Delivery customer transfer

General customers make an appointment 3-5 days before the centralized delivery, and allocate the daily average floor set according to the reception volume on weekdays and holidays, so as to avoid the situation of centralized customers and untimely reception, and ensure that each customer can be docked by a special person.

03

? How to improve service and satisfaction quickly?

If you want to improve the service ability and customer satisfaction of real estate enterprises quickly, you can't do without two main tasks. They are "establishing a strong customer voice" and "establishing a risk control management system".

If we want to "establish a strong right to speak in the customs".

First, the customs department should be positioned as a first-class functional department with independent personnel rights and budget rights.

Second, after the customs department becomes a first-level department, it should co-ordinate the resources of all parties at a higher level and become a resource integration department, emphasizing systematic handling and solving problems to prevent it from becoming a back-end fire fighting department.

Third, the leadership level of the competent customs department must be high, and the level determines the right to speak of the customs department. If the leaders in charge are of high level, the department management can repeatedly publicize the collected customer needs, pain points and sensitive points at the regular business meetings and strategic meetings at the top level, so that relevant departments can get attention.

How to "build a risk control management system". If we want to "build a risk control management system", we need to control the risk details and investigate the risk items from three stages: marketing, construction and delivery. From the stage of land acquisition, to the joint review of design drawings, to the joint review of demonstration areas, and then to the joint review before delivery, an all-round risk control management layout was carried out.

Land requisition stage. The real value of customs clearance is to avoid the risks in the stage of land acquisition in advance. For example, in the early stage of land acquisition, check whether there are any unfavorable factors such as garbage dumps, power stations and military facilities around, which will directly affect the later delivery.

Opening stage. Group customs should take the lead in the six-party joint examination of marketing, design, engineering, legal affairs and property, and do a good job in the acceptance of the demonstration area. Acceptance is divided into two aspects: quality and risk control. If the acceptance is unqualified, the customs department has the right to stop the opening time node of the demonstration area.

Delivery stage. It is necessary to formulate delivery red line assessment indicators, including some key indicators such as completion node, contract delivery node, delivery rate and satisfaction. If the standards are not met, the relevant personnel will be severely punished. For example, three months before delivery, the completion certificate should be obtained; Before delivery, the rectification rate of the problem of one household and one inspection of the property is not less than 95%; After delivery, the three-month delivery rate shall be no less than 90% for the senior management and no less than 60% for the villa; After delivery, the running-in satisfaction shall not be less than 75 points.

From seller's market to buyer's market, from high turnover development to high quality development, the industry is entering another brand-new curve, and housing enterprises with customers are not afraid of the second half of real estate!