In every organization, customers have a significant role in promoting growth and development, thus the need for the implementation of the strategies to bring value to customers. In the real estate business, customers are essential as they enable a business to focus more on the strategies for growth and expansion. To bring value to customers, it is important to capitalize on the use of social media. It helps create a platform where an organization can listen to the needs and concerns of the customers. In the real estate business, the use of social media helps attract a wide range of customers who may be interested in the business's products and services. The use of social media platforms helps to reach out to target customers and enables the customers to provide feedback regarding the services offered (Kiron, 2012). The social media platforms provide an avenue to share surveys for the customers to fill, which is an effective technique to understand the customers.
Another significant practice that could be implemented in the real estate business to bring more value to the customers involves focusing on effective customer care services. Customers require to feel valued and appreciated, thus ensuring that the customer care services of a company engage in different measures to show appreciation to the customers (Kiron, 2012). In this case, the technique that may bring value to the customers involves making follow-ups with the customers to determine their level of satisfaction. A company should establish a platform for the customers to express issues relating to the needs that are not met. The effective use of different techniques to bring value to customers may focus on creating an understanding of the needs of the customers. Ultimately, the techniques and strategies have a significant role in promoting the overall productivity of an organization.
Delegate your assignment to our experts and they will do the rest.
Reference
Kiron, D. (2012). The amplified enterprise: Using social media to expand organizational capabilities. MIT Sloan Management Review , 53 (2), 1.