Do you make it comfortable for customers to give you Feedback?

Getting customer feedback is obviously an important part of improving customer service. Yet, as anyone familiar with customer service statistics knows, only a small percentage of unhappy customers say anything about the unsatisfactory service they receive. Why?

Think of your own experiences with poor service. People don’t because it’s not worth the hassle.

Think of how many instances of indifferent or surly service you’ve endured, but as you looked at the service person in front of you, you could tell any attempts at saying anything would simply result in more of the same. Instead of complaining, you leave, either never to come back or hoping that a convenient alternative will soon materialize.

But… when DO you say something? Unless you love conflict, it’s only when you’ve reached a certain threshold. If you’re like most of us, you don’t bother to speak up until you are so fed up, you don’t care what response you get. When your Anger Quotient moves above your Conflict Aversion Threshold, you’re ready to mix it up with even the most truculent clerk. Once you cross your own individual Conflict Aversion Threshold, you say something.

For businesses in the customer business, that’s a little late.

Here’s why. All the little Moments of Truth that annoy customers that they never tell you about…they make a HUGE difference in customer loyalty and therefore, profitability. Research by Frederick Reicheld, published in The Loyalty Effect, revealed the following:

1. 15% to 40% of satisfied (yes, that’s “satisfied” not “dissatisfied”) customers defect each year.

2. Satisfied customers are 6 times more likely to defect than totally satisfied customers.

3. A 2% increase in customer retention is like a 10% reduction in operating costs.

4. A 5% reduction in customer defection results in profit increases from 30% to 85%, depending on the industry.

5. It costs 5 to 7 times more to find new customers than retain customers.

Thus, the profitability difference between customers who feel you’re OK and those who think you’re great is massive. Therefore, you want to ferret out those little things that keep you from being getting a “5 out of 5” – an “I’m totally satisfied” response – from your customers.

The only way you can do that is to make it comfortable for your customers to give you honest feedback. You need to lower the Conflict Aversion Threshold. In other words, by signaling to your customers that they can give you feedback without conflict or hassle, you let them know there’s no down side to giving negative feedback. They don’t have to engage in the Customer Calculus of comparing the Hassle and Discomfort Factor against the Outrage Factor … the greater determining whether they speak up or stalk off.

Without needing the negative Moment of Truth to be egregious enough to offset the Hassle and Discomfort Factor, customers will give you feedback about service faux pas that have been flying under your service radar… and quite likely costing you customers.

In the next installment, I’ll give you two examples of establishments who’ve done a great job at lowering that threshold.

From both my experience as a customer and as a service consultant, I believe a lot of what gets labeled as “difficult customer behavior” by service professionals is really a natural reaction to abrupt, tacky, or disinterested behavior by the service person.

Let me give you an example:

I flew out of Manchester Airport a few weeks ago and parked in one of the satellite parking lots and proceeded to one of the shuttle “shelters”. Since this was the first time I’ve flown out of Manchester, I wasn’t sure about how the shuttle service worked. After a few minutes, I saw a shuttle bus pull into the far end of either my lot or the next one, and then pull out and head toward the airport. The driver waved to me some kind of signal, which I couldn’t translate.

Seeing the ticket booth not far away, I walked over to find out how it works and to make sure I was in the right place. I approached the window, and before I could say a word, and an older woman, reading a paper, slid open the window and barked out “The shuttle comes every 7-10 minutes” in a scolding tone of voice.

“Great… just wanted to make sure I was in the right place” I replied turning to go, not wanting to prolong any conversation with this grump.

She wasn’t through, though. As I walked away, I could hear her rattling off a lecture about how one should leave enough time to catch the shuttle if they are going to use the parking lot.

Now, even though I didn’t get into an argument with her or give her a hard time, I could easily see this woman’s behavior triggering hostile or smart aleck responses from the public she’s supposed to be serving. I’m also sure she would have no clue about how she was creating the negative customer behaviors that have left her so jaded.

To put this into action:

1. Pay attention to how you greet customers, especially if you primarily work over the phone. It’s especially easy to get into a disinterested, auto-pilot mode if your answering call after call. Are you making them feel welcome or like just another number?

2. Ask yourself if you make it comfortable for customers to ask questions. Does your voice tone and word choice convey “There are no dumb questions” or does it communicate “I can’t believe you’re asking me this… what are you, an idiot?”

3. To help yourself develop greater patience with what you might see as customer cluelessness, remember, customers aren’t supposed to be as familiar with your system as you are. Rules, procedures, and directions that are obvious to someone working with them many times a day are not so self-evident to the first-timer.

4. Ask yourself: “How do I act when I’m a customer and feel a bit insecure and unsure of myself because it’s all new territory for me?” (If you’re not sure, think healthcare system, legal system, or car repair). Ask yourself: “How do I want to be treated when I’m in this type of situation?”

Before reading the article linked below, you might want to read the November 8th entry. I'd like to build on that theme in subsequent entries.

To begin, here's an article I wrote for MaineToday.com last April. I've included the beginning, and the link for the rest of the article:

WHAT REPUTATION ARE YOUR EMPLOYEES CREATING?

If your business serves the public and you're not monitoring how your employees represent you, you should be afraid. Very afraid.

If you think I'm exaggerating, think of all the interactions you've had as a customer that leave you thinking, "What were they thinking when they hired this person?" Think of how often you're "served" by someone who is bored, uninterested, clueless or just downright unpleasant.

Let me give you two examples. The first one took place at an electronics store.

For the rest, read What reputation are your employees creating?

Worn out from a long day of training followed by air travel, I trudged toward the front desk of the Comfort Inn in Concord, NH, roller luggage in tow. When I noticed who was at the front desk, I was reminded why I think this hotel is a traveler’s oasis.

I was not greeted by a bored front desk clerk with a “Whatdya want?” expression.

I was not greeted by a front desk clerk exhibiting the contrived too-hip-for-the-room, "hospitality" flavored with superiority often found at upscale hotels. Instead, I was greeted by the cheery face and welcoming presence of Susan O., their front desk supervisor.

I’ve stayed at this hotel on a number of occasions and have always been struck by what a standout she is: always a friendly smile, always a welcoming presence. She’s a great example of a service professional who truly knows how to deliver a customer experience that sets their employer apart from the competition. Employees like Susan are worth their weight in gold in today's "It's all about the experience" service economy.

Do you have employees like Susan? If so, are you doing everything you can to keep them happy… to support their desire to give great service… to let them know you appreciate what they do?

Even if you think you are, I would highly recommend ask. You don’t want your Susan working for your competition.

After taking my boarding ticket, the United Airlines gate agent in Denver asked me if I was traveling alone. A bit puzzled, I said “Yes”.

“I noticed you have a middle seat (I’m not sure how that happened, as I always request aisle) and thought you might like an aisle or window,” she replied with a smile.

I’ve traveled a lot over the years and that’s the first time an agent – let alone someone at the gate -- has offered me a better seat without my asking for it.

Think of how rarely you’ve had a clerk, service professional, or even business owner, offer you something helpful without your having to ask. When it happens, think of the impression it makes.

How about talking with your service team about going the extra mile, about anticipating what the customer might want or need?

Doing this simple thing will set you apart from your competition.