Category Archives: Influential Factors – Helpful

Occupy Wall Street (#OWS) and Customer Service

The publicity surrounding Occupy Wall Street makes me think we need our own movement in customer service.  I just don’t know where to gather (suggestions here).

Occupy Wall Street (#OWS) and Customer Service

In many ways the #OWS experience is exactly what I advocate relative to customer service.  Vote with one’s wallet.  One thing the “99%” understand… change requires action.  Sadly the same malaise that affects American voters (perhaps the 99% are upset, but few vote) wreaks havoc on consumers too.

Companies need not be obligated to deliver good service, and in fact many do not.  But those that do, reap higher rewards in the form of decreased acquisition costs, loyal customers, and higher profit/customer.  Government can’t compel good customer service.  But it shouldn’t have to either.  Customer service and corporate profit motives are not mutually exclusive.   Companies should freely deliver superior service because it improves profitability.  I have first-hand knowledge that such service can improve corporate profitability while leading to more satisfied consumers.  (Yes, the proverbial win-win.)

Rise up brothers and sisters!  The pivot point is that although we aren’t entitled to great customer service we can choose to take our business elsewhere.  Failing action in the political sphere, guilt rests with a complaisant American public.  Too many remain mute on the sidelines and too few have exercised their right to vote for too long.  In the realm of customer service, how do our actions stack up?  Or are we too guilty of failing to change when better alternatives exist?

What steps will you take to initiate change when you experience unacceptable service?  And with which company will you start?

Why What You Want Doesn’t Matter

Ever get unsolicited calls from someone trying to sell you something?  I got one the other day and was reminded why they are generally unsuccessful.

The salesperson went through a brief introduction of himself and his company (they outsource technical support).  Then he mentioned some customer names to pique my interest.  (Perhaps he thought we wanted to emulate those companies?)  He left his contact information and followed up with an email to be sure I had his contact information.  All in all, it was standard fare for an outbound sales call.

Here’s why he didn’t/won’t receive a return call.

The call focused on what he wanted.  In a message that lasted sixty-two (62) seconds, he told me what I could do for him… four (4) times!  Not once did he appeal to my business needs.  Was I trying to:

  • Reduce costs?
  • Increase customer satisfaction?
  • Drive revenue higher?

I had zero incentive to pick up the phone to help because – what he wanted doesn’t matter.  To earn the return call he should have painted a clear picture of how his business, product, or service could solve my problem.

The pivot point is that we must ensure our phone calls and emails serve customers’ needs.  If our value-proposition solves our needs alone, customers have no reason to respond to our well-intentioned outreach.

The Cost of a Negative Customer Experience

A friend of mine recently bought a new car.  In itself, this isn’t noteworthy since we all have friends who have bought new cars.  The interesting thing is the large difference in customer experience he had throughout the process.  (To protect the guilty, I’ve used generic names, but if you’re interested, write me a note directly and I’ll let you know who the offending Lexus dealer was.)

Dealer #1

  • Convenient and Nearby
  • Not Approached by Salesperson on Lot
  • Lengthy Delay (9 days) to Email Inquiry

Dealer #2

  • 3-Hour Drive to Lot
  • Immediate Email Response/Phone Call
  • Personalized Service

Lessons [yet to be] Learned by Dealer #1

  • Customers Have Choices – In this case the choice was to drive 3 hours each way for the promise of great service.  Unless your company delivers customer service in a monopoly, what your customers think and say matters!
  • Customers Value Service – Customers value different attributes of service.  Here a speedy reply using multiple avenues (phone, email) made a difference.  The tacit message the other dealer sent was “we don’t need you.”
  • Customers Vote with their Wallets – As I’ve written about previously, in the B2C arena, some customers will pay 25% more for better customer service.
  • Customers Talk – Word-of-mouth or referral sales are hugely powerful.  One study indicated that trust in a peer group increased from 20% in 2003 to 68% in 2006.  I heard the story and I guarantee others will too.

The good news for the brand is that my friend was already a loyal customer.  The bad news is that the experience at Dealer #1 was so lackluster that it could have pushed him to another brand altogether.

The pivot point is that customers really are willing to pay more for a positive experience and exemplary service.  In this case, Dealer #1 lost at least 2 sales (the one to my friend and the word-of-mouth sale that was created by the great service at Dealer #2).

How much would you be willing to invest in the customer experience to win a loyal customer?