Grocery stores, nonprofits and call centers..oh my.
In previous work (and a previous life) for the grocery retail sector, we applied our Commitment model to identify the key consumer experiences that drive strong relationships with the grocery store. (We use this same model is what we use to identify the donor experiences that matter to the relationship).
In the grocery space we found our measure of relationship strength – Commitment – was a very strong predictor (much stronger than satisfaction levels) of spend, share of wallet, number of visits and the number of store brand items purchased.
We also identified, from among a myriad of operational and marketing levers, the biggest drivers of this relationship strength. And is often the case, what is as interesting is what is relatively less important; in this case, the FOOD. The explanation for this underscores the danger of focusing only on customer (or donor) satisfaction. Product quality and its specific dimensions (e.g. freshness, availability,variety) are likely to be considered table stakes attributes – the “entry price” to be in the grocery business. In the nonprofit space this is akin to efficiency of spend, frequency of contact and readability of materials; none of them materially matter to the strength of the relationship.
There is ample evidence from academic studies showing service quality as the most critical determinant of merchandise quality perception. Think about that statement – customer service is the most important driver of our perception of product quality. Relating this to the non-profit space, how many organizations treat the customer service operation as a cost center? Probably the vast majority. And yet those interactions, those donor experiences, have a huge impact on the relationship and as a result, future giving. This is without factoring in the ability of inbound call center operations to upsell and crossell and drive substantial return in hard and “soft” dollars, with the latter being increased retention.