Market Overview & Trends

Excelling in the service industry is always more challenging as compared to the product industry. Customers of the service industry are often more critical and demanding, since they are in direct contact with the service and experience more touch points. When it comes to providing exceptional customer service at a beauty salon and ensuring a satisfied experience, management needs to keep service standards in perspective and customers in the center of the business.

Time management grants “Midas's Touch” to businesses. If the salon is overbooked or is running late to accommodate an appointment, then informing clients in advance and offering them with free extra services or a discounted rate when they come in next time becomes pivotal. Generating sense of belonging and value in customer is of highest priority. Businesses now know running quickly to serve the customer and move on to a new one could be hazardous. Every customer is an asset to the business and should be served sincerely. The Indian beauty & wellness market has matured significantly, especially in Tier1 and Tier2 cities. Understanding consumer behavior and the shopper's journey, managing retailers' expectations, and drawing lessons from best practices in luxury all play a role in beauty care and cosmetics players' quest for providing an excellent customer experience at the point of sale.

There are many strategies to help businesses deliver amazing customer service, and one of the most powerful ones is quick response. Quick response is a derivative of speed. Customers want it – whatever “it” is – fast. Customers want it now. They are impatient and don’t want to wait. How did this happen? Over time, customers have been programmed to expect things fast. We are conditioned for speed, and when it comes to customer service, speed can become a confidence builder and a value added competitive advantage.




Needs & Importance

Whether it be part of a sales process or a customer service issue, people want whatever they need fast. And they are willing to pay more for it. So, how fast will you return a call or email? How long, or actually how short, will you make your customers wait? Fast is good, and instant is even better. When it comes to customer service, speed is a competitive strategy that will separate you from your competition.

“If You Snooze You Lose”

Above phrase clearly states that anyone will miss out on a great opportunity if they don't remain aware or open to communication. Thanks to ever growing quality of entrepreneurship among Indians, new business houses are very common and this leads to giving customers a chance to choose among even more options.

“Misconception Of Unimportance”

“All of our representatives are busy assisting other customers,”sound familiar? “Your call is important to us, please stay on the phone.” Funny, I don’t feel important. These are the feelings will starts hut customers mind. Its quite ironic, no matter how much you want your customers to know that they are important a busy IVR can ruin it all. Forecasting staffing requirements and crafting plan for efficiency in handling call has become very critical.

“First Impression Could Be Last Impression”

The reason is that if you fail to make a good impression, you will not have the chance to make a second impression. If your first impression is not a good one: you are seen as rude for example, people will see you in that light and find it hard to see you any other way. Maybe on a personal level we are more forgiving, but when it comes to business and competition, people will go and look for what they want instead of giving you another chance, so it will be your "lasting" impression.

Band-Aid (Solution)

“The Three Ring Rule”

Is there a difference whether you answer the phone on the first, second, or third ring? Absolutely! You only have one chance to make a great first impression, and this process begins when the phone starts ringing. Wait too long to answer the phone, and the caller may perceive the business as apathetic or unprofessional. Worse, they may lose interest and hang up the phone. Generally, if a caller has to wait for four and five rings, he or she will believe the company is closed for the day, does not care about its clients, or has gone out of business.

“Competent Staffing & Forecasting”

With the call volume forecasts and some assumptions about average handle time (AHT), we’re ready to perform a simple calculation to arrive at staff workload. It’s simply the number of forecast calls for an hour multiplied by the average handle time of a call. Accurate forecasting is critical to successfully managing any workforce. In order to meet call demand without under-staffing or over-staffing, one need methods that precisely predicts how many agents are needed to handle the center's contact volume. However, predicting the “future” is challenging nut not impossible.

“Technology to the rescue”

Technologies such as cloud computing, business analytics software, social media platforms and process automation software are being used within businesses to enable businesses to lower costs and be more effective. Your customers are reaching out to you via so many different customer service channels that it’s hard to keep up. Fortunately, technology can help us do that. We can use new technology to bring all our customer service channels – think Twitter, Facebook, email and phone – into a centralized system that matches up customer email addresses with corresponding phone numbers and Facebook/Twitter accounts.

Case Study


The client being India forthcoming skin-clinic giant had already segmented its target demographically and was ready to waste no time. As a part of its one of the major marketing campaign, they came up with billboards which had unique distinguishing number that would in actual help them gauge their investment according to its demographic segmentation. The idea was such that as soon as prospects notice the billboard they would be allured and respond in most of the scenarios. But the irony was such, although they had an amazing marketing campaign in place, total number of actual footfall which would actually contribute to company's market valuation was contrasting. After scrutinization of the aftereffect, the report concluded it wasn't client's marketing campaign but the whole technology composition and structure which was to blame for under-performance of the campaign.

Gap Analysis

Subsequently our organization performed a comprehensive research to find the glitch in the other wise successful marketing campaign. The focus of the very research was to find quick-fix so that what the organization aimed could be achieved. From the research that had been conducted we came to the conclusion that prospects who actually showed interest and who were reached by the client were not always the same. The process begins with prospects sending sms with unique code followed by number of prospect getting recorded in the database. This database was forwarded to client who would then call prospects according to its numerology. Surprisingly, the actual revert time on average was approximately 48 hours which was the actual botheration. Back in 2009, on average a middle class family all its member won't posses handset and landline being immobile couldn't be carried with people. The issue was whether or not the prospect who was initially interested was reached.


Technology, its acceleration and its compatibility were major area of concentration. A deeper understanding of the scenario led us to an idea of giving prospects an overwhelming experience of hypersonic reciprocation. We studied, understood and re-expedited and then decided to renovate the approach. Our idea was to gauge the prospects response directly via a complex mechanism which would reduce half of the earlier revert time complimented by adequately staffed experts to actually make an appearance over call. Our research put light on the matter of calls addressed by clinic staff which was understaffed to deliver high response of prospects and handling clinic desk as well which was otherwise unnoticed. With a well-balanced plan in hand and best possible inputs by both the organizations it took some time to actually reach the destination. Over a period of time technology, resources and ideologies together took first step to climb Everest of success. With a turn around time of less than 10 minutes in contrast of earlier time of 48 hours and a joyful yet sophisticated voice to revert brought never before experience to customers. Client was content as they could gauge the maximum profitable region due to unique code and also the remarkable variation between earlier and current turnaround time did not disappoint. Cherry on the wake was our ideology of waiting and serving is better than losing. Overbooking of appointment led to utilization of resource to its maximum extent.


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