A customer patiently waits in line at the secretary of state’s office for license tags. Finally arriving at the window, he’s informed by the clerk that he was in the wrong line and will have to get in line for the next window. The customer feels foolish and deceived. The sign that informs the customers where to stand is not easily seen. The clerk’s attitude only adds insult to a bruised ego.
Another customer calls a very busy manufacturing company and is put on hold for two and a half minutes. The switchboard operator finally comes back and connects her with the proper department. If that customer had been given a direct number to dial, she could have saved herself the two and a half minutes she waited, plus a likely toll charge.
Still another customer gets out of her car to pump gasoline at a self-serve station. She inserts the gasoline nozzle into her gas tank receptacle and pulls the trigger. Nothing happens. She stands there befuddled. After looking around for several seconds, a voice blares out over a speaker that she must pay first in order to pump the gas. Startled and embarrassed, she reluctantly heads over to the cashier’s window to pay for the privilege of pumping her own gasoline.
Are these stupid customers? No, they are recipients of poor communication. The chances of their satisfaction level being very high are 0 to -3. What could be done to help these customers have a successful experience with the company or organization from which they are trying to receive service?
The management needs to look through the eyes and hear through the ears of the customer. They need to get in touch with what their customers are experiencing. Is the system that is in place making it difficult for the customers to do business with that company or organization? If so, changes are in order.
A simple way to stimulate improvement would be to ask the customer this question: “What are the two most important things we can do to serve you better?”
Once that information is received from a good representation of customers, call a brainstorming session with your entire staff (from management right down to the front-liners). At this session, divide the group so that there are several sub-groups composed of both management and frontline employees. After gathering all the solutions that are generated, implement the best ones. Giving appropriate recognition to those who made the suggestions will enhance future brainstorming sessions. In 30 days, re-evaluate the results by polling your customers and sharing those results with the employees of the company.
In summary, finding out what you can do to make it simpler and easier for your customers to do business with your company, and then doing it, is one way to increased customer retention.
Another customer calls a very busy manufacturing company and is put on hold for two and a half minutes. The switchboard operator finally comes back and connects her with the proper department. If that customer had been given a direct number to dial, she could have saved herself the two and a half minutes she waited, plus a likely toll charge.
Still another customer gets out of her car to pump gasoline at a self-serve station. She inserts the gasoline nozzle into her gas tank receptacle and pulls the trigger. Nothing happens. She stands there befuddled. After looking around for several seconds, a voice blares out over a speaker that she must pay first in order to pump the gas. Startled and embarrassed, she reluctantly heads over to the cashier’s window to pay for the privilege of pumping her own gasoline.
Are these stupid customers? No, they are recipients of poor communication. The chances of their satisfaction level being very high are 0 to -3. What could be done to help these customers have a successful experience with the company or organization from which they are trying to receive service?
The management needs to look through the eyes and hear through the ears of the customer. They need to get in touch with what their customers are experiencing. Is the system that is in place making it difficult for the customers to do business with that company or organization? If so, changes are in order.
A simple way to stimulate improvement would be to ask the customer this question: “What are the two most important things we can do to serve you better?”
Once that information is received from a good representation of customers, call a brainstorming session with your entire staff (from management right down to the front-liners). At this session, divide the group so that there are several sub-groups composed of both management and frontline employees. After gathering all the solutions that are generated, implement the best ones. Giving appropriate recognition to those who made the suggestions will enhance future brainstorming sessions. In 30 days, re-evaluate the results by polling your customers and sharing those results with the employees of the company.
In summary, finding out what you can do to make it simpler and easier for your customers to do business with your company, and then doing it, is one way to increased customer retention.
By: Tom Borg
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