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<\/a>By Doug Stephens<\/p>\nThe effects of bad customer service may take years to prove fatal but the eventual outcome is almost always corporate extinction.\u00a0 Despite this, surprisingly few companies turn these negative situations around and actually improve their customer service position.\u00a0 And as counter-intuitive as it seems, many businesses act like they don\u2019t even care.<\/p>\n
It\u2019s a lot like global warming<\/strong><\/h3>\n <\/strong>Whether you believe the science or not, most would agree that the world\u2019s climate is changing.\u00a0 With this change we are seeing potentially devastating and irreversible impact on the planet\u2019s ability to sustain itself and its inhabitants, for that matter.\u00a0 Unchecked, the problem will almost certainly eradicate life on earth.<\/p>\nSo why have we done so little to reverse the trend? \u00a0I mean the survival of the planet is a pretty big deal!<\/p>\n
According to Dan Ariely, a professor of psychology at Duke University and author of the bestselling book, Predictably Irrational<\/a>, there are three primary reasons for our apparent apathy when it comes to huge problems like global warming.\u00a0 Firstly, the problem seems simply too large<\/em> for any one of us to comprehend solving.\u00a0 Secondly, it\u2019s a problem that threatens future<\/em> rather than immediate devastation.\u00a0 Lastly, we have trouble visualizing how the little things we do as individuals (like using more energy efficient light bulbs or recycling), can contribute to solving the seemingly insurmountable problem.\u00a0 The end result is that we don\u2019t become emotionally invested in the solution. \u00a0We check out.<\/p>\nThis same theory holds true \u00a0to systemically bad customer service. \u00a0Despite leadership droning on about the need for improved customer service, front-line staff often see the problem as too large, too complex and beyond their individual capacity to correct.<\/p>\n
<\/strong><\/p>\nThe Prius Effect<\/strong><\/h3>\nPerhaps no other automobile has become as synonymous with the environmental movement as the Toyota Prius. \u00a0It seems safe to assume therefore that people who own a Prius are more environmentally conscious than those of us who don\u2019t.\u00a0 However, there\u2019s no credible evidence of any correlation between driving a Prius and having an elevated environmental consciousness.\u00a0 Apart from owning a hybrid vehicle, Prius owners are much like the rest of us.\u00a0 They don\u2019t exercise any more day-to-day concern for the planet than we do.\u00a0 In fact, one study<\/a> concluded that a mere 27% of Prius owners made the choice based on a strict concern for the environment – most drive one to save money.\u00a0 Nonetheless, we perceive Prius owners to be more eco-friendly.\u00a0 In other words we infer<\/em> from their choice of vehicle that they actually care<\/em> more about the environment than they actually do.<\/p>\nSo, what if we took this idea of inference a step further?\u00a0 What if you could create a similar effect when it comes to delivering customer service in your business?\u00a0 What if you could define specific actions, that if performed, would infer to customers that your employees appreciate them, even if they don\u2019t? \u00a0 Think about it.\u00a0 Could you program specific events into the customer experience that make even the least engaged staff member seem<\/em> to actually care about the customer?<\/p>\nStop Talking About \u201cCustomer Service\u201d<\/strong><\/h3>\nThe first step I would advocate is to stop using the term \u201ccustomer service\u201d.\u00a0 It\u2019s problematic for a few reasons.\u00a0 Firstly, it implies servitude and who wants to be thought of as a servant?\u00a0 Secondly, it\u2019s nebulous, making it difficult for staff to know if they\u2019ve really provided it or not and also making it difficult to measure.\u00a0 Lastly, it\u2019s too subjective. \u00a0Great service to one person may be mediocre to another.<\/p>\n
Instead, let\u2019s call customer service something different – I\u2019ve always liked the term the path to purchase<\/em>.\u00a0 And let\u2019s agree that along the path to purchase certain defined, measurable and positive events should take place. \u00a0 These events might range from holding a hotel door open for guests to shaking a customer\u2019s hand\u2013 it doesn\u2019t really matter as long as they\u2019re defined, measurable and widely accepted as being positive behaviors.<\/p>\nSo now, instead of pleading with staff to \u201cimprove customer service\u201d – which is undefined, impossible to measure and open to interpretation, you can be instructing them to perform the specific tasks\u00a0you’ve\u00a0engineered into the path to purchase.<\/p>\n
As a hotel guest, I don\u2019t really care how customer-centric the bellhop is.\u00a0 If they smile and hold the door open for me, I\u2019ll infer from their behavior that they care.\u00a0 As a shopper I don\u2019t know if the salesperson appreciates my business or not but if they come out from behind the counter to give me my purchase while shaking my hand, I\u2019ll infer from their actions that they do value me.<\/p>\n
So why have we done so little to reverse the trend? \u00a0I mean the survival of the planet is a pretty big deal!<\/p>\n
According to Dan Ariely, a professor of psychology at Duke University and author of the bestselling book, Predictably Irrational<\/a>, there are three primary reasons for our apparent apathy when it comes to huge problems like global warming.\u00a0 Firstly, the problem seems simply too large<\/em> for any one of us to comprehend solving.\u00a0 Secondly, it\u2019s a problem that threatens future<\/em> rather than immediate devastation.\u00a0 Lastly, we have trouble visualizing how the little things we do as individuals (like using more energy efficient light bulbs or recycling), can contribute to solving the seemingly insurmountable problem.\u00a0 The end result is that we don\u2019t become emotionally invested in the solution. \u00a0We check out.<\/p>\n This same theory holds true \u00a0to systemically bad customer service. \u00a0Despite leadership droning on about the need for improved customer service, front-line staff often see the problem as too large, too complex and beyond their individual capacity to correct.<\/p>\n <\/strong><\/p>\n Perhaps no other automobile has become as synonymous with the environmental movement as the Toyota Prius. \u00a0It seems safe to assume therefore that people who own a Prius are more environmentally conscious than those of us who don\u2019t.\u00a0 However, there\u2019s no credible evidence of any correlation between driving a Prius and having an elevated environmental consciousness.\u00a0 Apart from owning a hybrid vehicle, Prius owners are much like the rest of us.\u00a0 They don\u2019t exercise any more day-to-day concern for the planet than we do.\u00a0 In fact, one study<\/a> concluded that a mere 27% of Prius owners made the choice based on a strict concern for the environment – most drive one to save money.\u00a0 Nonetheless, we perceive Prius owners to be more eco-friendly.\u00a0 In other words we infer<\/em> from their choice of vehicle that they actually care<\/em> more about the environment than they actually do.<\/p>\n So, what if we took this idea of inference a step further?\u00a0 What if you could create a similar effect when it comes to delivering customer service in your business?\u00a0 What if you could define specific actions, that if performed, would infer to customers that your employees appreciate them, even if they don\u2019t? \u00a0 Think about it.\u00a0 Could you program specific events into the customer experience that make even the least engaged staff member seem<\/em> to actually care about the customer?<\/p>\n The first step I would advocate is to stop using the term \u201ccustomer service\u201d.\u00a0 It\u2019s problematic for a few reasons.\u00a0 Firstly, it implies servitude and who wants to be thought of as a servant?\u00a0 Secondly, it\u2019s nebulous, making it difficult for staff to know if they\u2019ve really provided it or not and also making it difficult to measure.\u00a0 Lastly, it\u2019s too subjective. \u00a0Great service to one person may be mediocre to another.<\/p>\n Instead, let\u2019s call customer service something different – I\u2019ve always liked the term the path to purchase<\/em>.\u00a0 And let\u2019s agree that along the path to purchase certain defined, measurable and positive events should take place. \u00a0 These events might range from holding a hotel door open for guests to shaking a customer\u2019s hand\u2013 it doesn\u2019t really matter as long as they\u2019re defined, measurable and widely accepted as being positive behaviors.<\/p>\n So now, instead of pleading with staff to \u201cimprove customer service\u201d – which is undefined, impossible to measure and open to interpretation, you can be instructing them to perform the specific tasks\u00a0you’ve\u00a0engineered into the path to purchase.<\/p>\n As a hotel guest, I don\u2019t really care how customer-centric the bellhop is.\u00a0 If they smile and hold the door open for me, I\u2019ll infer from their behavior that they care.\u00a0 As a shopper I don\u2019t know if the salesperson appreciates my business or not but if they come out from behind the counter to give me my purchase while shaking my hand, I\u2019ll infer from their actions that they do value me.<\/p>\nThe Prius Effect<\/strong><\/h3>\n
Stop Talking About \u201cCustomer Service\u201d<\/strong><\/h3>\n