Engineering the Customer Experience
Let frustrated customers know you care by displaying genuine empathy in your response. Since declaring that you care doesn’t usually land well, you might say something like, “Wow, I can certainly understand how frustrating that must be for you. Let’s see about getting this resolved as quickly as possible.”
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Ownership means following up with that customer to be sure they got what they needed; that they found resolution. It doesn’t matter whether you’re the “right” person for the task — If you’ve “touched” it, take responsibility for their situation and a positive outcome. Close the loop. Own it.
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When I ask business owners and customers alike what they believe the ultimate 1-question customer survey might be, the response is often the same: “Would you do business with us again?” How about a deeper question though; one that puts more at stake; more on the line (i.e., your good name and personal reputation)? You see, I believe we’re willing to suffer through more than we’d be willing to put a friend or colleague through. Enter The Ultimate Question, as defined by business strategist Fred Reichheld in his book by the same name:
“On a scale of 0-10, how likely is it that you would recommend [our company] to a friend or colleague?”
Lots of companies have already adopted it, so if it hasn’t yet been asked of you, you will likely begin to notice it soon.
I find it difficult to discuss the customer experience, customer satisfaction and customer loyalty without referring to Reichheld’s work. Don’t waste your time developing – an albeit thoughtful – customer survey with lots of marvelous questions. Chances are good that only a certain “type” of customer will take the time to complete your lengthy survey anyhow. And if that’s the case, [Read more…]
When you travel to other areas of the country (or the world) pay attention to your experience of customer service in those regions. What are they doing differently and how are you left feeling as a result? You might just pick up something worth adopting … or at least a new perspective.
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With your front-line staff, discuss the all-important difference between reacting to customer challenges and responding to customer challenges.
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“The easiest way to have great customer service is hire people who love to be of service. It’s not a skill, it’s a value; it’s an interest. And it can be trained if they love to do it.”
–Robert Richman, The Culture Blueprint
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Although you may be ready to jump in with a solution, early into your customer’s verbal complaint, just be patient and hear them out first. Your customers have a need to feel heard.
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Document your customer experience stories of WOW and service recovery. By keeping a written and/or video journal of these stories (preferably online), everyone in the company can have something to refer to and new hires can immerse themselves in your customer-centric culture by way of these stories. You might even consider giving customers and prospects access to this “gold” and explain how you’re using it internally.
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When returning a customer’s call (especially via a “gatekeeper,”) if you lead with too much of an introduction, then the person on the other end may discount you as a cold-calling telemarketer. Instead, begin by saying you’re returning their call (e.g., “Hi, I’m returning a call from [name]. This is [name] from [company].”)
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Keep an extra bottled water on-hand and have it ready to offer when you know you’ll have a client joining you in your vehicle.
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