Customer Service Tip of the Week

Should you tell the customer? The Company’s Dilemma - 4/23/19


I have a lot of clients that struggle with this question, both at a company/strategic level as well as an individual representative level. When there is an issue that is going to happen, should you tell the customer? This week we’re going to address the question at the Read more

Customer for Life – The Final Step - 4/16/19


Two weeks ago, we addressed the Third Step of keeping a Customer for Life: Address what will keep them. Now, we’re sharing the Fourth and Final Step. To have a Customer for Life, you have to grow your relationship with them. While the 3rd step is the Read more

Use the Actions of Empathy - 4/9/19


I firmly believe that the most important personal trait of someone in customer service is empathy. If empathy is understanding the other person, then it’s very difficult to truly serve someone that you don’t understand. Particularly when they’re upset or irate, being empathetic and getting them to Read more

Customer for Life – The Third Step - 4/2/19


Two weeks ago, we addressed the Second Step of keeping a Customer for Life: Never let a relationship go stale – keep the communication going. Now, we’re sharing the Third Step. To have a customer for life, you have to address what will keep them. Read more

Facial Recognition is the Future of Customer Service - 3/26/19


According to a recent New York Times article, facial recognition is the future of retail customer service. A trend in technology for retail businesses is to utilize facial recognition technology in order to better know who is entering your business. The idea is that if somebody within Read more

Customer for Life – The Second Step - 3/19/19


Two weeks ago, we shared a Customer Service Tip on how to get (and keep!) a Customer for Life. We addressed the First Step, Knowing what you need to know about the other person. Now, we’re sharing the Second Step. To develop a relationship with anyone, there has to Read more

Employee Runs for a Dog Run - 3/12/19


I was never a Boy Scout. I mean in the literal sense, but also somewhat in the figurative sense, but I digress. After years of telling myself that I needed something to help my dog get exercise outside without worrying about him trying to dig under a fence and Read more

Customer for Life – The First Step - 3/5/19


This should be the goal, right? That our clients today will be our clients tomorrow and well into the future. That their loyalty grows, their business with us grows, their referrals grow, and it is all part of a relationship that grows and develops over time. But what’s the Read more

Retrain Your Brain - 2/26/19


Admit it. You thought about it. You thought: Why in the world did the customer try to assemble that before reading the instructions? Why would they drive all the way down here instead of just checking the website? Why would they go through the drive-thru when they can deposit using Read more

Look Up, or Look Out! - 2/19/19


The clerk called out “next in line!”, and Frannie went to the counter. “Can I have your name?,” the employee asked, but she stared at her computer screen while asking. Frannie stated her name, the time of her appointment, and noted the reason for the appointment. Staring at the screen, Read more

Recipe for Reputation Rehab – 1/29/19

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As another corporation is trying to recover from self-inflicted reputation wounds, it is seeking to get back in the good graces of consumers. It’s laying out a 6-point plan to improve its performance, but – in the end – publicizing this plan is also about rehabilitating its reputation. Here’s their 6-point plan:

  • Changing the organizational structure
  • Eliminating incentives that negatively affect customers
  • Improving the customer experience
  • Innovating for customers
  • Retaining team members
  • Giving back to the communities.

 
I’m not going to get into the specifics of what these terms mean to them, because what’s important is what these terms mean to you and your organization. To improve your business, ask yourself these six related questions:

  • How could you or your organization change how it’s organized or structured to facilitate internal communications and decision-making, and to better serve customers?
  • What current incentives don’t drive behaviors that benefit customers, and what new incentives would motivate staff to actions that create customer delight?
  • How can you improve the experience of your customers?
  • What are creative ways to come up with fresh ideas from staff to better communicate with customers as well as retain and grow business with customers?
  • How can you get more joy out of your daily work?
  • How can you bring more joy to co-workers and those you serve?

 
Want to uncover ideas to improve yourself, your company, and your customer’s experience.

Try this recipe for reputation rehab.

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Don’t Dwell on the Customer Crazies – 1/22/19

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Whether or not you’re a fan of Duke University basketball, you may have heard of the “Cameron Crazies.” This is a nickname for Duke fans that attend home games in Duke’s Cameron Indoor Stadium. One of my friends was one of those Cameron Crazies. He was one of the first to wear a giant blue wig, exemplifying his craziness over his school’s team. You could see him coming from a mile away – or pick him out of a crowd of thousands, all because of the wig.

For us in customer service, we work with customers, and most are reasonable people who you can have reasonable discussions with about important topics, and you can come to a reasonable resolution. But then, you always have a few “Customer Crazies;” unfortunately they don’t wear giant blue wigs, so you can’t see them coming a mile away.

One such customer went to a local restaurant, was infuriated when the new owners of an establishment didn’t honor a coupon from the prior owners. The new owners tried to offer other free options in place of the coupon, but the customer stormed out. The customer later posted negative reviews on social media. The problem with the reviews was that the restaurant had proof (including video) that the customer wasn’t telling the truth.

Most of us have run into this situation, too. It’s the upset customer, or it’s the customer trying to get a freebie, or it’s the customer just outright telling falsehoods to get what they want.

Keep in mind that you only have control over half of conversations with customers. You can control what you say, how you say it, and what action you take; but you cannot control the customer. If you’ve done all you can do, sometimes feel good about what you’ve done even if the customer doesn’t seem to feel good about the outcome.

You can only control what you can control. Don’t dwell on what you can’t control.

Don’t Dwell on the Customer Crazies.

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Retain through Responsiveness – 1/15/19

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In a recent Bloomberg article about online retailers, there’s a story about a women’s cosmetics customer who used an online app to order some items. She waited weeks for the delivery after it was shipped to the wrong address, and she had great difficulty in getting the issue resolved. She didn’t report the issue on any social media site. She didn’t yell at the employees she contacted. She simply took her business elsewhere.

She said “You have to make customers as happy as you can because there are so many options out there. What’s going to stop them from going somewhere else?”

That’s a great question! What could keep your customers from going elsewhere? The short answer is “nothing,” but that’s not necessarily the accurate answer.

By saying that there’s nothing you can do, you’re effectively saying that you have no control over those things that impact the customer’s decision. And that’s just not true. In the vast majority of cases, you and your organization have strong abilities to influence those factors that impact the customer’s decision to stay or to go.

In this case, the customer left because the company was not responsive. They were difficult to get in touch with online. When she switched from the online attempts at customer service to the telephone attempts, it was not a smooth transition. The lack of responsiveness in rectifying her issue pushed her away.

Many of those things are within your control or at least within the company’s control. You and your organization are the ones who identify the process of investigating issues. You all are the ones who can offer some kind of compensation or alternative solution. You are the ones that empathize and convey in your tone and your actions that you care about the customer and are truly sorry for the inconvenience and the issue. You and the organization are the ones who help to make this person believe that the issue that happened in the past won’t happen again.

Take ownership over whether your customers decide to stay or decide to leave for a competitor.

Look at your complaint resolution attitudes and actions; observe your service recovery approaches. Look at the speed with which you and others in the organization respond to the problems your internal reporting identify or your external customers conveyed through their complaints.

Retain more customers by more quickly responding to their issues.

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