Kigali – The world of business has experienced profound, unexpected changes as a result of the COVID-19 crisis, and with this reality came rapid and surprising shifts in customer needs and expectations.

In an economic situation where consumption is declining due to reduced levels of income and sales are dropping, customer experience becomes a game changer.

Business leaders whose ears are bent towards the voice of the customer and respond to changing customer expectations and needs in a timely and effective manner are better positioned to survive in these hard times.

For a good number of businesses, the instant and immediate response to the crisis has mainly been supply chain oriented, with the focus being on providing guidance to customers on how to access products and services during times of restricted movements and strict changes in life style to contain the virus.

Common examples in this regard have included; guiding customers to the open branches of the business and communicating working hours, location of service agents and product distributors, steps to access digital and self-service options etc.

Internal organisational focus has been on mobilising resources and capabilities to ensure continuity of production and business operations.

A game changer

In the pandemic era, people are looking for extra information, guidance and support that will help them directly navigate and address challenges they are presently meeting in relation to how the coronavirus is affecting their lives.

For many people, the least of their concerns at present is pleasurable and leisurely consumption. People are more concerned over how to stay safe, take care of their families and make ends meet in a period where layoffs are becoming more eminent, and incomes are continuously decreasing. 

While it is critical to secure supply chain efficiencies in times of crisis, customer-centric organisations have gone beyond this norm to explore how the pandemic is affecting customer preferences, behaviour and attitudes.

They have realised, and correctly so, that presently before all else consumers are seeking care, support, concern, and empathy.

Why should organisations pay attention to this dynamic?

Because in times of crisis, customer interactions can trigger immediate and lasting effect on a customer’s sense of trust and loyalty. This is why delivering memorable and well differentiated experiences during this time can become a game changer for survival and competitive advantage even after the crisis has passed. 

These Positive and memorable experiences will yield a sense attachment to the brand, an element that strongly contributes to customer loyalty and retention. This is the ultimate strategic outcome every business would wish for.

This competitive advantage then becomes a strength in the business recovery phase that will follow the crisis period.

What do customers really need in times of Crisis?

Empathy, Care, Support.

1. Customers

The first step in connecting with customers is to reach out with genuine care, concern and support. Business should careful not to bombard customers with an overload of marketing messages in this time crisis, as this is likely to be perceived as exploiting their suffering for business gain.

This perception, may build a negative brand sentiment which in turn hurts the customers sense of trust and loyalty towards a brand.

In Rwanda, business leaders mainly corporate organisations have demonstrated a good level of tact in giving care, showing concern and providing support to their customers. Their marketing communication drive has mainly focused on messages of solidarity, and assurance to customers, providing guidance to facilitate service access in times of restricted movement. The institutions have also embarked on sensitisation campaigns encouraging their customers to use digital services to reduce physical contact in the effort to combat the corona virus. 

In other sectors such as higher education, players are exploring solutions to enable students to access academic programs online through e-learning. University of Rwanda for example recently announced a partnership with Unicaf University.

The two organisations are working together to enable delivery of University of Rwanda academic programs online. University of Kigali has launched an e- learning platform to facilitate its students to access study materials online.

The extra mile these different organisations have gone to innovate and provide solutions aligned to the changing needs of customers during crisis will not go unnoticed by the respective beneficiaries. Though the experiences are meaningful to customers in the short term, their impact will build positive relationships in the long term.

 The memorable experiences lived by customers during the covid 19 crisis will have lasting effects long after the pandemic has passed. The sense of appreciation towards the brands will create attachment, and a renewed sense of trust and loyalty. This strategic outcome is what business leaders should ultimately be targeting.

2. Employees

As the driving force of the of the business and initial point of contact with the external world, employees play a defining role in delivering memorable customer experiences. 

In the current times of crisis their major concern is about safety and welfare of their loved ones, survival and being able to make ends meet.  While Business leaders are concerned about operational costs, and declining profit margins, they need to explore best approaches to address employee concerns and offer support to ensure business continuity.

In this regard, a number of organisations have set a good example, some distributing food stuffs to vulnerable workers (e.g. Simba super market), some executives have accepted salary cuts to ensure junior staff stay on the payroll. 

Where pay cuts and layoffs are inevitable, it should be done objectively in a transparent manner. Happy, engaged and motivated employees are most likely to go the extra mile to give their very best in serving customers and keeping the business afloat during a crisis and beyond.

3. Community

Genuine care should extend beyond the immediate customer base.  Banks, telecommunication companies, and a number of other institutions have made financial contributions to the government fund to combat the virus.

Organisations that demonstrate corporate citizenship and solidarity to partake in national efforts to find solutions in times of crisis are creating stronger bonds and positive relationship which in turn contribute to building brand loyalty.

Part 2 of this article will be exploring tips and pointers on how businesses can respond to changing customer dynamics during the pandemic period and beyond.   

For thoughts and feedback, the writer can be reached at denise.rwakayija@gmail.com

The author is a business consultant/strategist in business management, service experience, marketing communication and research.

The views expressed in this article are of the author.