Car Parking
Customer service starts in the car park
Ryan Jackson is the founder and CEO of Gemini Parking Solutions, the UK’s only values- based car park management company – Ryan and his team are working to disperse the negative stereotype of the parking industry by promoting fairness, transparency and excellent customer service.
www.geminiparkingsolutions.com
the point at which the customer experience begins and a valuable source of actionable intelligence that enables improved customer service and revenues to be achieved. Gone are the days of simply taking every opportunity to penalise the customer for minor transgressions - a business tactic that is counter-productive. Today's customers expect dialogue and fair treatment in every exchange and a solution that treats customers with appropriate levels of leniency and compassion. There are many options available in the market today
P
each with their own benefits. However it seems that technological advances have moved the industry towards a black and white approach and have removed the human touch which could be detrimental to the industry as a whole. Automatic Number Plate Recognition (ANPR) technology has enabled operators to deliver 24-hour compliance and offers additional reporting features that all car park owners to understand the behaviours of their customers a end users. We are living in the information age and so data is now a valuable commodity which can help drive business success. Traditional methods of management are still in use but
increasingly we see operators move towards ANPR systems in replacement of car park managers due to operational costs. However, technology doesn’t have the ability to emotionally engage with customers in the same way and so just one simple interaction can change the emotional state of a shopper and that will forever stay in their heart. The focus of any brand is to build and maintain loyalty and so it's essential that this approach is adopted across all customer touch points. It is said that you never get a second
40
arking facilities should no longer be treated as if they are just loading bays for a given destination. They ought to be seen as significant links in the value chain;
chance to make a first impression and so at the point where a customer has driven into your premises could in fact be the last if the management of your car park is not up to scratch and under the supervision of an incorrect company. Something as simple signage has the ability effect how a customer feels about you. If at the very offset a customer is confused as to how they should park, or it’s not clear as to how they should pay, you have already set the tone for their shopping experience. It is becoming increasingly common to witness or be involved in a conversation in regards to a parking machine not working or it’s unclear as to how you pay. Ultimately this effects how customers feel about you and so it has to there has to be a greater level of ownership surrounding who is managing your car park. It would seem that motorists have sat outside the customer
journey and not until they pledge allegiance through the purchase of an item are they then valued. However, it is vital to see beyond this level of thought and demonstrate that by investing in the right facilities and management of your car parks. Ultimately, it is all down to balance and there is of course a need to manage the control of parking, but it should be every brand’s priority to put customers and potential customers first. Car parks and customer service aren’t typically two things
that have been closely associated up to now, but with a credible, motivated team managing the parking, the stereotype can be altered and used to build positive brand associations. For example, having a car park manager weathering you from the rain, helping to carry bags, giving directions, or assisting with a broken-down vehicle – these small actions are compounded over a period of time have a big impact on the way in which customers view your brand and can help to give you the edge over your competitors.
JANUARY 2019
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72
