|
This week, thanks to a series of convoluted problems and errors with my laptop, blackberry and printer (oh yes, all three!) I've had the opportunity to observe how various companies deliver on their promise of customer service...and it's prompted me to think about the impact of leadership on a service culture.
To set the scene, let me say that I have spent at least 10 hours on the phone with the call centres of three different companies being "guided" through a process of solving my issues. I also spent some time in a retail outlet scoping out a brand new system. My overwhelming conclusion is that the only consistent element has been inconsistency. I have experienced the extremes. I have had the privilege of being served by the most patient, engaged and empathetic and have also been condescended to, hung up on (twice) and essentially ignored.
I won't bore you with the bad experience. No doubt you gave your own tales of woe. And it'll probably come as no surprise when I tell you that the best experience of the week was at the local Apple Store. But what made it so good...
- The store was incredibly busy, but the sales person was focused on my needs for the duration of our appointment (no interruptions)
- He was able to understand my needs and show empathy with my troubles and translate them into product solutions
- His product knowledge was exemplary
- He genuinely seemed to believe in the products (and was clearly a devoted user)
- He was proactive in suggesting additional items to complement my initial request
- He seemed to have all the time in the world
- He followed up by sending me the promised quote within 24 hours
The implicit assumption in all this was - I was important! These concepts are neither new nor revolutionary. Why are they so rare?
Well for one thing, it starts at the top. Have you ever been ignored by an Executive's receptionist while he/she finishes a personal conversation? Or been kept waiting for 15 minutes while someone finishes their previous meeting? (And had the ironic experience of reading the customer service charter on the wall while you wait) Or had a meeting cancelled at the last minute because "something critical" (read: more important than you) came up? Most of us have - so it's no wonder the customer service people at the coal face don't deliver on the promises made in the customer charter!
I have also spent some time pondering what his objective might have been for the hour we spent together. I'm sure it wasn't to "sell an integrated hardware and software to a small business". I'm only guessing but I suspect it had more to do with making me a "believer" and ensuring that I understood that the effort required to learn a new operating system would be far outweighed by the joy of using my new Mac. It was driven by emotional rather than rational response. And it was clear from observing other in-store interactions, including those with the Store Manager, that this was consistently applied by the sales team.
There's no doubt that there are many components required to deliver a successful service culture - but if the vision and example don't flow from the top, it's almost impossible for the sales people on the floor or on the phone to get it right. I wonder, how well does your company deliver an end-end vision of sales culture? |
